Sample 2

Business strategies for growth and sustainability: An
exploratory study in Praslin, Seychelles, during the
COVID-19 crisis.
A qualitative Study
Prepared By: Hillary Louise Pillay
(TP053370)
School of Business,
Asia Pacific University of Technology and Innovation
BA (HONS)in Business Management
Supervised By: Dr. Jugindar Singh A/L Kartar Singh
Submitted on 13 October 2021

ABSTRACT
The outbreak of the COVID-19 has caused major disruptions in every country’s economy,
highly affecting the tourism sector of which many countries such as Seychelles depends on.
The purpose of this research is to explore the impacts of COVID-19 crisis on tourism or
tourism-related businesses in Praslin Seychelles, and to identify strategies for business
sustainability and growth. A semi-structured interview involving 5 business owners and or
managers of restaurant, guest house and car rental, hotel, boat ferry and agriculture business
conducted through telephonic conversation is used to obtain the necessary data. The interview
was recorded and transcribed manually assigning themes to codes that emerged for each of the
three research questions. A total of 12 themes were identified. The study uncovered financial
difficulties, business uncertainty, forced business closure and changes in market as the major
impacts of COVID-19 on the respective businesses. Cash management, preparing for recovery,
market development, flexible pricing and CSR were discovered as strategies to overcome faced
challenges from the COVID-19 crisis. Further to that, thinking of new opportunities, health
and safety measures and marketing strategy was founded as business approaches to sustain and
grow against the crisis. The research findings are significant to business owners and or
managers in future crisis management approaches, policymakers in assisting with policy
making decisions, theorists in their future research and contributing to practical understanding
of academician in business management.
Keywords: tourism, businesses, COVID-19 crisis, impact, strategies, sustain,

TABLE OF CONTENTS
Page
TITLE PAGE .........................................................................................................................................I
ABSTRACT .......................................................................................................................................... II
TABLE OF CONTENTS .................................................................................................................. III
LIST OF TABLES .............................................................................................................................. IV
LIST OF FIGURES ............................................................................................................................. V
LIST OF ABBREVIATIONS ............................................................................................................ VI
CHAPTER 1 ........................................................................................................................................... 1
INTRODUCTION .................................................................................................................................. 1
1.1. Background of the Study .................................................................................................................. 1
1.2. Problem Statement ............................................................................................................................ 6
1.3. Purpose Statement ............................................................................................................................ 7
1.4. Research Questions ........................................................................................................................... 7
1.5. Scope of the Study ............................................................................................................................ 7
1.6. Definitions of terms .......................................................................................................................... 8
CHAPTER 2 ........................................................................................................................................... 9
LITERATURE REVIEW ....................................................................................................................... 9
2.1. Effects of business operations during a crisis ................................................................................... 9
2.2. Effects of business operations during COVID-19 crisis ................................................................. 11
2.3. Adopted strategies during a crisis. .................................................................................................. 13
2.3.1. Adopted strategies during COVID-19 crisis. ............................................................................ 14
2.4. Sustainability and Growth of businesses after a crisis .................................................................... 15
2.5. Theories and theoretical grounding ................................................................................................ 17
2.6. Research Framework ...................................................................................................................... 20
2.7. Summary ......................................................................................................................................... 21
CHAPTER 3 ......................................................................................................................................... 23
RESEARCH METHODOLOGY .......................................................................................................... 23
3.1. Research Design ............................................................................................................................. 24
3.2. Research Philosophy ....................................................................................................................... 24
3.3. Research Classification and Approach ........................................................................................... 25
3.4. Research Strategy ........................................................................................................................... 26
3.5. Research Choices ............................................................................................................................ 26
3.6. Time Horizon .................................................................................................................................. 27
3.7. Data ................................................................................................................................................. 27
3.8. Instrumentation / Questionnaire...................................................................................................... 27
3.9. Data collection ................................................................................................................................ 28
3.10.Sampling ....................................................................................................................................... 28
3.11.Data Preparation / Processing ....................................................................................................... 29
3.12.Data Analysis ................................................................................................................................ 30
3.13.Ethical Considerations .................................................................................................................. 31
CHAPTER 4 ......................................................................................................................................... 32
DATA FINDINGS ................................................................................................................................ 32
4.1. Presentation of Findings ................................................................................................................. 32
4.2. Research Question 1 ....................................................................................................................... 33
Major effects of COVID-19 crisis on tourism or tourism-related businesses ....................................... 33
4.2.1. Financial Difficulties ................................................................................................................ 34
Lack of Income & Ongoing Expenses ................................................................................................... 34
Increased operational costs .................................................................................................................. 36
4.2.2. Business Uncertainty ................................................................................................................ 36
4.2.3. Forced Business Closure ........................................................................................................... 37
4.2.4. Changes in market..................................................................................................................... 38
Business strategies adopted during COVID-19 crisis to overcome faced challenges ........................... 39
4.3.1. Cash management strategies ..................................................................................................... 39
Cost control........................................................................................................................................... 40
Maintaining cash .................................................................................................................................. 41
4.3.2. Preparing for recovery .............................................................................................................. 42

4.3.3. Flexible pricing strategy............................................................................................................ 43
4.3.4. Market development strategy .................................................................................................... 44
4.3.5. Corporate Social Responsibility strategy .................................................................................. 44
Business approaches to sustain and grow against the COVID-19 crisis ............................................... 45
4.4.1. Thinking of New Opportunities ................................................................................................ 45
New business activities ......................................................................................................................... 46
Increase production .............................................................................................................................. 47
4.4.2. Health & Safety measures ......................................................................................................... 47
4.4.3. Marketing strategy .................................................................................................................... 48
CHAPTER 5 ......................................................................................................................................... 50
DISCUSSION AND CONCLUSION ................................................................................................... 50
5.1. Summary of findings ...................................................................................................................... 50
5.2. Key findings and discussion ........................................................................................................... 52
RQ 1: Major effects of COVID-19 crisis on tourism or tourism-related businesses ............................ 52
5.2.1. Financial difficulties ................................................................................................................. 52
5.2.2. Business uncertainty ................................................................................................................. 53
5.2.3. Forced business closure ............................................................................................................ 54
5.2.4. Changes in market..................................................................................................................... 54
RQ 2: Business strategies adopted during COVID-19 crisis to overcome faced challenges ................ 55
5.2.5. Cash management strategies ..................................................................................................... 55
5.2.6. Preparing for recovery .............................................................................................................. 56
5.2.7. Flexible pricing strategy............................................................................................................ 57
5.2.8. Market development strategy .................................................................................................... 58
5.2.9. Corporate Social Responsibility strategy .................................................................................. 59
RQ 3: Business approaches to sustain and grow against the COVID-19 crisis .................................... 59
5.2.10. Thinking of new opportunities .................................................................................................. 59
5.2.11. Health and safety measures ....................................................................................................... 60
5.2.12. Marketing strategy .................................................................................................................... 61
5.3. Conclusion ...................................................................................................................................... 62
5.4. Significance of the Study ................................................................................................................ 63
5.5. Limitations of the Study ................................................................................................................. 63
5.6. Suggestions for future research....................................................................................................... 64
References ............................................................................................................................................. 66
APPENDIX ........................................................................................................................................... 73
Appendix A: Interview Transcript ........................................................................................................ 73
Appendix B: Disclaimer Form .............................................................................................................. 82
Appendix C: Meeting Log Sheet .......................................................................................................... 82
Appendix D: Fast Track Ethical Form .................................................................................................. 91
LIST OF TABLES
Table 1: Definitions of terms .................................................................................................... 8
Table 2: Attributes and explanations of VRIO framework ..................................................... 20
Table 3: Characteristics of Participants .................................................................................. 33
Table 4: Themes and sub-themes of RQ1 ............................................................................... 34
Table 7: Domains & Themes of Research .............................................................................. 50
LIST OF FIGURES
Figure 1: COVID-19 impact by industry (Mlitz, 2021)............................................................ 2
Figure 2: COVID-19 impact on unemployment rate (Jones, et al., 2020) ................................ 3
Figure 3: List of countries and the contribution of their tourism sector (Coke-Hamilton, 2020)
.................................................................................................................................................... 4
Figure 4: Model of RBV theory (Jurevicius, 2013) ................................................................ 18
Figure 5: VRIO framework (Jurevicius, 2013) ....................................................................... 19
Figure 6: Research Framework ............................................................................................... 21
Figure 7: The research onion (Saunders et al., 2012) ............................................................. 23
LIST OF ABBREVIATIONS
WHO World Health Organisation

IMF International Monetary Fund
SHTA Seychelles Hotel and Tourism Association
SARS Severe Acute Respiratory Syndrome
CSR Corporate Social Responsibility
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CHAPTER 1
INTRODUCTION
This chapter covers the introduction of the overall research study. It begins with the background
of study introducing the COVID-19 pandemic and its impact, specifically in Seychelles. This
follows with the problem and purpose statement, presenting the need to address the subject
matter. It further outlines the research questions, the scope, and the conceptual definitions of
terms to be addressed in this research.
1.1. Background of the Study
COVID-19 pandemic an unprecedented virus, since its outbreak coming from towards the end
of the year 2019, has been spreading rapidly, causing a global crisis not only to the public
health but moreover to every country’s economic state. To contain the deadly virus, countries
beginning with the Wuhan region in China, where the virus was first detected, imposed
lockdown on the people. Such approach, however, could not completely prevent the outspread
of the pandemic. By then the virus had already confirmed its presence in 146 countries by
means of the global transport. The amount of infected people speedily began to grow through
community transmission and by the 15th of April 2020, nearly 2 million cases were lamentably
confirmed. Although vaccinations are in place to try and regulate the severity of the virus,
countries will undergo what is described as a new normal. Measures and restricted orders have
been inputted with the direction of the World Health Organisation (WHO) which includes
quarantine, social distancing, closure of non-essential business, ban or postponing of events
and others (Gossling, Scott, & Hall, 2020).

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Such obligated imposed measures had influenced the operations of businesses in different
industries (Figure 1). While some have experienced rather positive effect, a greater number of
businesses however struggles to survive. Many of them had to seize their operations due to
government policies, a considerable decrease in demands, health issues or others and
worryingly it also led to some permanent business closure due to the inability to support
continual expenses (Fairlie, 2020).
Figure 1
COVID-19 impact by industry (Mlitz, 2021)
Many people have come up against a slump in their income and even lose their job because of
the COVID-19 crisis. In the United States (U.S.) alone, the percentage of people left jobless
reached 10.4%, as per the International Monetary Fund (IMF), indicating an anticipated ending
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to a decade of development for one of the world’s largest economies (Figure 2) (Jones,
Palumbo, & Brown, 2020).
Figure 2
COVID-19 impact on unemployment rate (Jones, et al., 2020)
With restrictions and strict measures inputted on travels from many countries, tourism industry,
notably encountered the major unfavourable impact and countries that depends highly on the
tourism sector experienced a rapid economic downturn (Gossling, Scott, & Hall, 2020).
Seychelles is one of the countries that has not been excluded from such as tourism is the
principal sector and main pillar of its economy (Figure 3). In fact, many businesses in
Seychelles operate under the tourism or tourism-related industry (Nicette & Bonnelame, 2020)
(Hardingham-Gill, 2021). Since the COVID-19 outbreak, the number of visitors to the islands
has been gradually diminished. Sybille Cardon, the chairperson of the Seychelles Hotel and
Tourism Association (SHTA) described the industry as dead and explained saying: “it is the
first time in Seychelles history that the tourism industry encounters such situation (Ernesta,
4
2020)”. Several tourism businesses had been concerned about insufficient funds to finance
employees’ salary given that businesses were not having any income during that time. Based
on a survey undertaken in the islands of Seychelles, it was discovered that at least 2,367
bookings valued of $3.8 million were cancelled between the 25th of February to 23rd of March
2020 due to the COVID-19 pandemic (Ernesta, 2020).
Figure 3
List of countries and the contribution of their tourism sector (Coke-Hamilton, 2020)
Central Bank of Seychelles (CBS) in the means to ensure the well-being of businesses acting
as economic players has inputted measures such as (Central bank of seychelles, n.d.):
5
• revision and amendments to applicable legislative frameworks,
• adjustment in the Monetary Policy Rate,
• make provision for credit facility to support affected individuals and businesses with their
cash flow,
• moratorium and rescheduling of loan facilities,
• introduce new policy permitting CBS to buy-back and re-sell government securities,
• strategical approach for usage of foreign exchange reserves.
Although these measures are in place to assist businesses during such crisis, many around the
world remain perturbed about the future operations of their businesses in terms of their
sustainability and growth (Jones, Palumbo, & Brown, 2020). According to news from the
Seychelles News Agency, 91 business owners documented permission to do redundancy due
to COVID-19 causing their inability to succour their activities (Nicette & Bonnelame, 2020).
Up to date, more than 60% of the small population of Seychelles has been reported to be
vaccinated, however the situation remains unsettling as infected rate continuously increase
recording a total of 18,220 cases out of around 99,000 citizens (Bhuckory & Sguazzin, 2021)
(Worldometer, n.d.) (WHO, n.d.). Seychelles has even been placed under UK’s red list of
restricted travels, which is among one of the country’s biggest markets. More than ever, health
and safety has become a priority. Businesses in Seychelles especially hotel establishments have
been required to undertake trainings and receive license to welcome international clients
(Hardingham-Gill, 2021). Such situation is alarming to a small country as Seychelles.

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1.2. Problem Statement
With the pandemic being a new phenomenon impacting businesses in a different manner,
researchers have been influenced in showing an interest in the needs to address such issue. The
importance of understanding COVID-19 repercussion is especially relevant to provide
knowledge to many, such as government bodies, society, business owners, managers and so
forth. Previous studies have identified the major impact of the pandemic to be a decreased in
business owners across most of the industries, leading to an increase in the unemployment rate
(Fairlie, 2020) (Bartik, et al., 2020) (Nicola, et al., 2020) (Barrero, Bloom, & Davis, 2020).
According to Bartik et al. (2020) in a survey of 5,800 small businesses in America, 43% of
them are temporarily closed, and businesses in the month of January have on average decreased
the number of employees by 40%.
While most of the previous studies have addressed the impact of COVID-19 in different
aspects, their study has however been limited to address on concerns of tourism and tourism-
related businesses. These include agriculture, fisheries, car rentals as well as hospitality
businesses itself that is heavily reliant on tourism, especially in countries such as Seychelles,
whereby it is the main sector contributing to the economic growth of the country. Also, past
research has done limited study to explore businesses’ views on the new normal and strategies
that businesses can adapt not only to sustain but as well as to develop and enhance their
business operations for the better.
Therefore, this research will explore the unattended effects of COVID-19 specifically in firms
highly dependent on tourism in Praslin Seychelles and provide the necessary strategic approach
for business sustainability and growth. The research presents functional information to
businesses in accordance with crisis management, provide strategical guidance such as

7
diversifying the business operation or others and assist countries in terms of policy making or
scope of measurements needed during a crisis.
1.3. Purpose Statement
The purpose of this exploratory study is to discover the effects of the COVID 19 pandemic on
businesses in different fields, adopting a linkage approach to the tourism sector in Praslin
Seychelles, and to identify and develop strategies for the sustainability and growth of those
businesses in their future operations. The research explores approaches to minimise or, if
achievable, avoid a continual decline in the number of especially tourism-related businesses
seizing their operations, as an endeavour to support the Seychelles economy.
1.4. Research Questions
• What are the major effects of COVID-19 on their business?
• What are the different strategies adopted to overcome challenges during COVID-19?
• How can business sustain and grow their operations against COVID-19?
1.5. Scope of the Study
The scope of the exploratory research would involve tourism and tourism-related business in
Praslin Seychelles. Praslin is the second largest island among the 116 discovered islands
forming Seychelles, that welcomes tourists from around the world especially from Europe.
Visitors mostly come to the island for holiday purposes with the main attraction being Praslin’s
unique vegetation, the beautiful beaches, and its crystal-clear water surrounding the island
(SeyVillas, n.d.) (7south, n.d.) (Voellm, 2018). Many businesses on Praslin are heavily reliant
on tourists or tourism establishment for their business operations. According to the National
Bureau of Statistics, Seychelles overall experienced an increase of 15.4% visitors between the
8
year 2016 and 2017.To support such increase, the openings of hotels as well as guest houses in
the three most populated islands of Seychelles increased. Praslin island in total has 167
establishments operating as guest houses and self-catering apartments to accommodate visitors
(Ernesta, 2020). The respondents contributing to the research study involve entrepreneurs or
managers individually interviewed so that the necessary information is gathered, in terms of
the difficulties they are facing and their strategic approach.
1.6. Definitions of terms
Table 1
Definitions of terms
Terms Conceptual Definition
COVID-19 short for coronavirus disease 2019 can be defined

as a pandemic, which was firstly discovered in Wuhan City,
COVID-19 Hubei Province in China when individuals started to have
respiratory difficulties, one declared by WHO as a global
health emergency (Cennimo, 2020).
It is a situation representing of extreme danger or difficulty

that requires quick response to finding solutions. There are
Crisis
different types of crises however in this study researcher
specifically talks about the health crisis (Vocabulary, n.d.).
In this study, sustainability represents the management and

coordination of environmental, social, and financial demands
Sustainability
and concern to ensure responsible, ethical, and ongoing
success (Rouse, 2013).
9
CHAPTER 2
LITERATURE REVIEW
The main purpose of this chapter is to critically review past research on health crisis and
business operations, looking into sustainability and growth approaches, attempting to the
research questions in chapter one. In doing so, the researcher will identify concepts, theoretical
development and empirical and non-empirical studies done to explain the phenomenon of
interest. The researcher will make good use of relevant published study of journal articles,
books, and other resources to capture the current state of knowledge in research in terms of its
breadth and depth, the strengths and weaknesses of previous research and the knowledge gap
which need to be further explored.
2.1. Effects of business operations during a crisis
To start off, past research has identified the major impact of the crisis to be towards businesses
operating under tourism sector. This is specifically in relation to health crisis such as the
outbreak of SARS in Singapore and the Ebola outbreak in West Africa. According to
Henderson & Ng (2004), the SARS outbreak occurred in the year 2003 in Singapore was a
grievous crisis for the tourism industry in general. Other businesses relying on the industry
were also affected, leading to countries experiencing an unhealthy economy. This is especially
for countries that is highly dependent on its tourism sector, influencing business owners to
adopt an operational approach towards tourism as well (Henderson & Ng, 2004).
In relation to the SARS crisis, travel warnings were issued by the WHO and enforced by
governments in different countries, causing travellers to either cancel or postponed their trips
which therefore affected the overall airline industry. The impact of tourism sector has been
10
identified through such dramatically decrease in visitors. The average occupancy rate (AOR)
of hotels recorded a major decline from 74.5% to 21% in the second quarter of 2003. On
average, research findings showed that hotels would lose at least one-third of their annual
revenues due to the SARS crisis. Some businesses in Singapore had to terminate the contract
of service employees, some reduced salaries and others asked employees to go on unpaid leave
as a mean to minimise business operating costs (Henderson & Ng, 2004).
Another country, that was similarly affected due to SARS, was Australia. The tourism industry
underwent a period of unprecedented challenges and incertitude with the immediate impact of
the outbreak. The disease effect on tourism have seen to go far beyond traveller’s fear and
misgiving. Inbound tourism dropped as much as 20-25% with the cancellation of flights leading
to the business travel segment being affected, and the impact was mostly seen from Asian
countries. Airlines, hotels, car rental agencies and tour operators due to the decline of their
service usage, had to offer discounts of up to 45% (Dwyer, Forsyth, & Spurr, 2006).
To add up, the Ebola crisis discovered in 2013 also had an impact on major sectors of the
economy, which includes the agriculture sector, rubber export, mining, logging, and tourism.
Kenya being among the East African countries experienced the impact of the crisis, when WHO
early in 2015, declared it as a high-risk destination for travellers. Kenya’s two key sectors
which include tourism and transportation were mainly affected. A report by Official Airline
Guide (OAG) specified that there were declines in the number of visitors due to the Ebola
health crisis. Such led to a 10% reduction in tourism revenues, which consequently resulted in
an increase in unemployment within the industry (Partoip, 2014).

11
Although findings have supported that health crisis such as the SARS and Ebola outbreak has
caused an impact majorly among tourism businesses, studies fail to go in depth on identifying
the impact on business operations, instead the effect was addressed to business fields in general.
2.2. Effects of business operations during COVID-19 crisis
The context of the impact of COVID-19 pandemic is rather broad, however the scope remains
within the experiences of businesses globally looking at various aspects. The pandemic has
seen to have varying impacts across different industries, specifically in U.S. (Bartik, et al.,
2020) (Fairlie, 2020) (Bloom, Fletcher, & Yeh, 2021). Bartik et al. (2020) stated that retail, arts
and entertainment, personal services, food services, and hospitality businesses has seen to have
been majorly affected by COVID-19 leading to effects in employment rate with all the industry
reporting more than 50% reduction, while finance, professional services, and real estate related
businesses have seen less disruption.
On the other hand, the impact of COVID-19 was observed by firm characteristics in terms of
offline and online business operations. Bloom et al. (2020), stated that the online firms were
able to escape and survive the impact contrary to offline firms that endure the adverse impact.
Additionally, the aspect of different size of online businesses was also observed, with non-
employer firms enduring the higher lost in their online sales from 50% to 5% compared to
small employers and large employers. The researcher has provided reasons to be better
management practices and financial position due to higher credit access, although not
supportive enough.
While many researchers have identified the impact of COVID-19 towards an industrial
perspective, in contrast, others have based the effects, on businesses categorised under different
12
ethnicity and other groups. To illustrate, African American businesses experienced most
considerable impact with a 41% drop in business owners, immigrants’ businesses next with
36% substantial losses, Latinx businesses facing a decrease of 32%, Asian business owners
declined by 26% and lastly, female-owned businesses were also inordinately hit by 25%
(Fairlie, 2020).
However, many researchers have adopted an approach that cannot be measured accordingly
and support the findings of COVID-19 impact on different type of businesses. For instance, an
African American business can have different business fields with the varied impact of the
pandemic. To exemplify, results of research have shown that retail businesses have suffered
more when compared to real estate related businesses (Bartik, et al., 2020). To add up, Bloom
et al. (2020) has also analysed the impact of COVID-19 based on the business owner’s gender,
with females-owned businesses said to have experienced harder impacts than men-owned
businesses. Nonetheless, the researcher was unable to support the findings without other factors
of these businesses (Bloom, Fletcher, & Yeh, 2021). In addition to this deficiency, results of
the study are based only in the U.S., one of the well-developed countries and has fail to address
and identify the impact of COVID-19 on developing country.
Furthermore, according to Seetharaman (2020), looking into the impact of COVID-19 on the
economic context, findings primarily showed a sudden decline both in aggregate demand and
supply caused by extensive shutdowns of businesses to contain the pandemic. This is in line
with other researcher, who found that stores, factories, and many other businesses have close
due to policy mandate or downward demand shifts. A number of these closures may be
permanent because of the inability to settle unceasing expenses and pull through the shutdown
(Apedo-Amah, et al., 2020) (Fairlie, 2020). Intuitively, it is understood that the crisis will not
13
only constrain organisation to struggle for survival but will also impel some to seek for
alternative strategic paths (Seetharaman, 2020).
COVID-19 therefore has seen to have a negative impact across firms, although the intensity
differs among industries or different group or attributes of businesses, but the findings showed
that several business sales were highly decreased, some had to seize their operations affecting
the employment rate in the country.
2.3. Adopted strategies during a crisis.
Looking primarily into previous health crisis such as SARS on which much research was
conducted, researchers identified different strategies to be adopted by businesses specifically
under tourism. Suggested and adopted business strategies involved, cutting down on operating
costs, asking employees to take unpaid leave as well as offering discount packages to customer,
an approach which was seen specifically from hotels (Tse, So, & Sin, 2006) (Tew, Lu,
Tolomiczenko, & Gellatly, 2008) (Kim, Chun, & Lee, 2006).
According to Tew, et al., (2008), in a study done in Toronto, over 60% of the hotel business
upon reorienting their marketing and sales efforts, was offering deeply discounted packages to
improve their hotel occupancy, although this was found to be less known as recovery strategies.
Only 6% of respondents stated that guest rooms were being utilised, however, for purposes
other than accommodations, for example being rented as commercial office (Tew, Lu,
Tolomiczenko, & Gellatly, 2008). In another research done in Korea, involving an amount of
six hotels being investigated, it was found that the hotels offered up to 30% discount package
programs from March to June 2003. In contrast to hotel business in Toronto, the Korean hotel
business mentioned that they were not able to offer heavily discounted room rates, as they were
14
worried about defaming their brands (Kim, Chun, & Lee, 2006). Furthermore, as a mean of
saving electricity and therefore cutting off on expenses, the six Korean hotels reduced the
number of elevators and escalators being utilised (Kim, Chun, & Lee, 2006).
In addition, it was also discovered that nearly 60% of hotel respondents mentioned that they
displaced their employees, while 12% reduced management salaries (Tew, Lu, Tolomiczenko,
& Gellatly, 2008). However, some hotels decided to cut off only on temporary employees and
not to go for laying off or firing permanent employees due to concerns that may arise from
labour unions (Kim, Chun, & Lee, 2006).
To add up, other approaches comprised of, educating employees through programs to alleviate
the impact of the crisis of SARS. Departmental managers were prompted to involve
subordinates in safety, security, and health awareness training programs and, also installed new
hygiene equipment including chemical sterilizers, special air filters, masks, and gloves. Out of
the six Korean hotel business, one hotel put in place a special SARS emergency watch, with
security managers and hotel nurses in charge (Kim, Chun, & Lee, 2006).
Although there has been a link throughout research findings, past research has limited the study
to hotels’ businesses only and has failed to cover other firms within tourism sectors.
Additionally, the scope of strategical approaches has seen to be mainly financial or recovery
strategies.
2.3.1. Adopted strategies during COVID-19 crisis.
Similarly, looking into COVID-19 impact, researchers have identified the currently adopted
strategies by SMEs to be survival strategies which involve financial approaches and further to
15
that identifies the adoption of technological approaches such as going towards e-commerce or
even market their products or services using online platforms. This was adopted during the
Movement Control Order (MCO) and social distance measures and can support that firms
operating somehow online were less impacted in terms of sales (Omar, Ishak, & Jusoh, 2020)
(Apedo-Amah, et al., 2020) (Bloom, Fletcher, & Yeh, 2021). According to Bloom et al. (2020),
the adoption of technological approaches, however differed across countries, industries, and
firms, with results showing 43% businesses that went towards digital approaches. Researcher
however, failed to provide supportive explanations for the findings such as countries and types
of businesses in context (Apedo-Amah, et al., 2020).
2.4. Sustainability and Growth of businesses after a crisis
Adopting approaches to sustain after a crisis is as relevant as the strategies implemented during
the occurrence of it. Businesses need to be prepared and competent enough to handle the
challenges. Crisis management is an important aspect in such case. It was seen that working
actively with industry associations and governments was the most frequently used strategy in
the recovering stage (Tse, So, & Sin, 2006).
Research findings conducted by previous researchers further build on the importance of crisis
management. It was suggested that businesses no matter its size, location, and affiliation,
should develop a crisis contingency plan and integrate it into their strategic planning system to
effectively identify and evade or at least reduce the potential impact of a crisis (Tew, et al.,
2008). Based on the SARS crisis, for the first week of July 2003, after WHO announced the
lifting of travel restrictions, a steady recovery was seen in the tourism industry. Occupancy rate
rose to about 65%, nearly the level prior to the SARS outbreak, as tourists' confidence in
overseas travel was being restored. Participants of the research agreed that there was a need to
16
establish a formal crisis management framework, otherwise the industry would continue to
needlessly suffer from a growing number of unprecedented crisis events (Kim, Chun, & Lee,
2006).
Tourism businesses especially must be as flexible as possible in their operations and strategy
implementation. “Image” and “brand” is seen to be significant for long-term sustainability of
tourism business (Dwyer, Forsyth, & Spurr, 2006). The idea is that destination managers and
individual operators should enhance tourism by “adding value” to the existing products. This
can help to maintain tourism-related expenditure while minimising the possibility of erosion
of the destination image (Dwyer, Forsyth, & Spurr, 2006).
Further supporting this, is research done in the city of Toronto, by which Toronto Transit
Commission (TTC) collaborated with a series of advertisements encouraging locals to become
tourists in their own city making use of the country’s city sights, restaurants, and
accommodations. A Toronto Tourism Industry Coalition was developed to implement plans
and solutions to enhance the city’s profile and promote it as a safe destination, including
organising familiarisation trips and site tours, portraying the qualities of the city, and
identifying new markets, and alleviating travellers’ fears. This collaborative strategic approach
embraced the fundamental normal and ethical position of the tourism industry (Tew, Lu,
Tolomiczenko, & Gellatly, 2008).
It was also supported that a crisis presents opportunities for industrial reform to facilitate more
efficient business operations. For example, although the sudden outbreak of SARS
significantly slowed the rapid development of Chinese tourism, it also facilitated the
reorganisation of Chinese tourist agencies. During the post-SARS period, the tourist industry
17
in various parts of China, driven by new changes and new market demands, has been absorbing
new ideas and strategic approaches (Dwyer, Forsyth, & Spurr, 2006).
Review of the ongoing crisis of COVID-19, Bloom et al. (2020) suggests that the extent of
recovery and growth will depend on the level of impact. Those that has experienced no effects
are likely to continue growing their revenue while for others it will take time. Bartik et al.
(2020), has another view on the sustainability of businesses. Based on findings, researchers
states that firms with more cash on hand, and those that believes in a short-term duration of the
crisis has more confidence about their sustainability contrary to those that have less liquidity
and believes that the crisis will be prolonged. The strategical approaches after the crisis, at this
point is still uncertain, although many has directed their paths towards technology during the
outbreak.
2.5. Theories and theoretical grounding
Resource-Based View (RBV)
It is a theory developed as an approach to attain competitive advantage. The supporters of this
theory argue that companies should identify sources of competitive advantage from within the
company itself, rather than looking at the competitive environment for it. The theory supports
those resources are key for increasing organisation’s performance (Figure 4) (Jurevicius, 2013).
18
Figure 4
Model of RBV theory (Jurevicius, 2013)
The theory is introduced looking into the two different types of resources categorised under
tangible and intangible, where intangible assets are more favoured to bring sustainable
competitive advantage as it harder to be imitated by competitors while tangible assets have
physical attributes and is at the disposition, that can be used by competitors.
RBV theory further states two critical assumptions. It supports those resources must be
heterogeneous and immobilized.
Heterogeneous
The first assumption is that companies can achieve competitive advantage by utilising different
available resources which includes skills, capabilities, and others. The underpinning is that by
having different resources, companies can outperform their rivals as they can employ different
strategies. It further illustrates those businesses no matter similar impact from external forces
they can adopt a different strategical approach and outstand themselves from the competitive
19
environment. The mix of similar resources as that of competitors are likely to lead companies
towards following comparable strategies (Jurevicius, 2013).
Immobile
The second assumption of RBV is that resources, especially intangible ones are not moveable
from one firm to another. As a result of this immobility, companies cannot imitate rivals’
resources and employ the same strategies (Jurevicius, 2013).
VRIO Framework
The RBV theory further recognise that the aspect of having only heterogeneous and immobile
resources is not adequate in successfully achieving competitive advantage. This is where the
VRIO framework comes into play looking at, whether the resources are valuable, rare, costly
to imitate and organized to capture value. If resources do support these elements, then
companies are seen to sustained competitive advantage (Figure 5) (Jurevicius, 2013).
Figure 5
VRIO framework (Jurevicius, 2013)

20
Table 2
Attributes and explanations of VRIO framework
Attributes of Resources Explanation
Value Resources are said to be valuable if they achieve to increase the

value proposition towards customers leading to competitive
advantage. This can be done through differentiation approaches
and or by reducing the costs companies bared for productions
(Jurevicius, 2013).
Rare Resources are classified as rare if it is only used by one a few
companies, allowing the company to be rather unique
(Jurevicius, 2013).
Imitate Resources must be costly to imitate or copied by competitors
to achieve competitive advantage (Jurevicius, 2013).
Organization Resources must be organised in a way that is seen to bring value
to the companies (Jurevicius, 2013).
In this regard, researcher identifies that RBV theory along with VRIO framework supports the
aspect of businesses adopting strategies by using bundles of resources on the standpoint of
achieving sustainable competitive advantage. This is to differentiate themselves within the
competitive environment, outgrow their business, although others would have faced the same
of the external environment looking specifically into the impact of COVID-19 crisis.
2.6. Research Framework
A conceptual framework is a structure which the researcher believes can help clarify the natural
progress of the phenomenon to be studied. It is the clarification of how the study issue is to be
addressed by the researcher. The conceptual structure explains the relationship between a
study's principal concept from a statistical perspective. It is structured in a logical framework
to help provide an image or visual representation of how ideas relate to one another in a study
(Adom & Hussein, 2018).

21
Figure 6:
Research Framework
Decrease in Make use of

customer resources
demand. providing
competitive
Major advantage.
decrease in
revenues. Business Adopting
COVID-19
strategies for technologies.
impact on
Continual sustainability
businesses
increase in and growth
Reducing
expenses.
operating
Forced costs.
business
Investing in
closures.
crisis
management.
2.7. Summary
There are many studies being conducted on crisis effecting normal business operations. The
major effect identified across especially tourism was a decrease in business owners as many of
them closed their business due to inability to survive with all their ongoing expenses. Based on
previous crisis, respondents to the conducted past research reported some adopted strategies
for them to sustain their business during such unprecedented time. Financial strategical
approach was mostly identified among hotels’ businesses in terms of reducing operational
22
expenses along with many other management approaches and suggested government policies
as well. However, there are very few approaches identified for businesses, upon entering the
recovery period of a crisis, some past study mentioned about the importance of having a crisis
management. Researchers also tap into the current adopted strategies to sustain during and after
COVID-19, which was mainly towards the adoption of technological approaches, although the
future of the post-pandemic is uncertain. The identified Resource-based View theory can be
used as a basis for the importance of competitive advantage upon surviving the crisis.
23
CHAPTER 3
RESEARCH METHODOLOGY
The following indicates the research design of the qualitative study, comprising of the research
philosophy, classification and approaches, strategical approach, choices, time horizons and
technique and procedures applied in the research study. It will be guided with the use of an
onion model referred to as research onion attempting to answer research questions through
different layers of data collection methods (Figure 7).
Figure 7
The research onion (Saunders et al., 2012)

24
3.1. Research Design
A research design is a plan for the collection, measurement, and analysis, formulated so that
researcher can provide answers to research questions. By following the research onion,
researchers will be able to identify the right choice for data collection techniques and analysis
procedures, however, before reaching to this central point of the research onion, there are layers
that will need to be peeled off (Saunders, Lewis, & Thornhill, 2009).
This study follows basic qualitative research, and its principal objective is to enhance
knowledge and understanding of the phenomena of interest (Sekaran & Bougie, 2016). It
begins with the philosophy of this research, which is interpretivism. It is exploratory research
as it involved seeking new insights with an inductive approach leading towards the formation
of theories especially in management aspects. The strategic approach used involved
interviewing business owners or managers to appreciate different meanings of how they
interpreted the experienced situations (Saunders, Lewis, & Thornhill, 2009). Further
elaboration will be given on each layer in the following paragraphs.
3.2. Research Philosophy
Research philosophy specifically involves what a researcher is doing upon undertaking a
research study. It relates to the nature of knowledge in a specified field of study that is enhanced
through research, containing different assumptions about the way in which a researcher views
the world. This research is constructed on interpretivism philosophy. Interpretivism
recommends that it is of essence for the researcher to acknowledge differences between humans
in their role as social actors. This highlights the disparity between conducting research among
people rather than objects. Phenomenology describes manners in which humans being,
realistically interpret the world they live in. It is an ongoing process of understanding the social
25
world and explicate the actions of others interacted with and this interpretation guides the
assimilation of meanings and actions (Saunders, Lewis, & Thornhill, 2009).
Based on the context of this study, it is to enhance the knowledge of the phenomenon of
COVID-19 leading to an understanding and interpretation of its impact on business owners
based on their own point of view. Trough interpretivism philosophy, researcher adopted an
empathetic approach understanding that business situations are not only complex but unique
as well (Saunders, Lewis, & Thornhill, 2009).
3.3. Research Classification and Approach
This is an exploratory research, which is particularly useful for a researcher when clarifying an
understanding of a subject matter. It provides findings on ‘what is happening; to seek new
insights; to ask questions and to assess phenomena in a new light’. Interpretivism supports an
inductive research approach ‘building theory’ through this research. The aim here were to get
a feel of what was going on, to acknowledge more suitably the nature of the problem which
looks particularly into the impact of COVID-19 crisis on businesses. The next task was to
interpret data through analysis resulting in the formulation of a theory (Saunders, Lewis, &
Thornhill, 2009).
Researchers following induction would also criticize the deduction research approach because
of its susceptibility to construct inflexible methodology disallowing alternate explanations of
the situation. Researchers using an inductive approach is likely to be distinctly concerned with
the context in which such events were occurring (Saunders, Lewis, & Thornhill, 2009).
26
3.4. Research Strategy
According to Sekaran & Bougie (2016), all qualitative research is interpretive, and this research
leads towards basic qualitative research. The primary purpose of engaging in basic research is
for acquiring further knowledge in a specified phenomenon and problems that occur in several
organisations and industries, aiming to find solutions. Also, the knowledge acquired from such
research is usually applied later in dealing with organisational problems. In conducting basic
qualitative research, the researcher understood how participants interpret their experiences with
meanings and how they construct their world. The process of building knowledge is the origin
of formulating theory, especially in the management area. In basic qualitative research
approach, data are gathered from conducting of interviews, through observations, or analysing
of documents (Sekaran & Bougie, 2016).
3.5. Research Choices
The choice of research follows a mono-method through a qualitative study, used to explore into
the impact of COVID-19 and the strategic approach of businesses (Saunders, Lewis, &
Thornhill, 2009). The motive behind pursuing a qualitative research approach was to explore
and appreciate the meanings of individuals or groups caused by a social issue (Cresswell,
2014).
Qualitative research uses non-numerical data, which refers to data other than words such as a
picture and video clips (Saunders, Lewis, & Thornhill, 2009) The process of qualitative
research, involves the emergence of questions and procedures, with data in most circumstances
being collected in the participant’s setting, an inductive data analysis, developed from specifics
to general themes, the researcher provides interpretations of the data, and finally producing a
flexible written report structure (Cresswell, 2014).

27
3.6. Time Horizon
This research explored further into the current period and the recovery stage of the crisis,
identifying the strategic approach used by business owners to sustain and grow their business
based on the impact caused by COVID-19. The research therefore adopts a cross-sectional
study, used to describe the specified incidence of the phenomenon involving at a specific time,
‘snapshot’ (Saunders, Lewis, & Thornhill, 2009).
3.7. Data
Since business is highly a social phenomenon, most of the information needed to make
decisions in the work setting has to come from people such as employees, consumers,
managers, investors, and/or suppliers. This research study, therefore, used the primary data
collection method. It allows researchers to collect diverse sorts of data from human
respondents. Interviews, observation, and questionnaires are types of primary data collection
in business research; however, the interview is the widely used method to acquire information
on an issue of interest (Sekaran & Bougie, 2016).
3.8. Instrumentation / Questionnaire
Interviewing to explore a qualitative study is more open-ended and less structured, assuming
that respondents define the world in differentiating ways. Data for this research were collected
using semi-structured interviews with applicable business owners and managers through
telephone, in respect to social distancing requirements. Semi-structured interview lies in
between a structured and an unstructured interview (Merriam, Qualitative research, 2009). In
semi-structured interviews the researcher made available themes and questions to be covered,
even if, these varied from different interview conducted. It therefore means that some questions
may be exempted by a researcher from specified interviews, depending on the business context
28
that is encountered in relation to the research subject. Also, the order of questions was altered
with, based on the flow of the conversation. Additionally, there were requirements to add
questions during the interview to explore the research question and objectives given the nature
of events within businesses (Saunders, Lewis, & Thornhill, 2009).
3.9. Data collection
The use of a semi-structured interview in this qualitative research, involved the construct of
follow-up questions to obtain more details about the issue being study. The interview began
with a general question followed by sub-questions. Probes for the subsequent questions were
used to further request interviewees to explain their ideas in more detail, or to elaborate on
what they have said (Cresswell, 2014). Types of questions in this semi-structured interview
were highly based on experience and behaviour questions such as “Tell me about the impact
COVID-19 had on your business?”, feeling questions “how do you feel about the future of
your business” and interpretive questions “Do you think things will be back as it was before
the crisis?” (Merriam & Tisdell, Qualitative research a huide to design and implementation,
2016). Follow up questions included for example ‘’ tell me more about it” (Merriam,
Qualitative research, 2009). Further to that, all interviews were tape recorded, to ensure that
everything is preserved for analysis as well as taking notes as a precautionary measure
(Cresswell, 2014). Also, by audio-recording the interview, researcher were more focused and
carefully captured what was being said as well as expressions of interviewees (Saunders,
Lewis, & Thornhill, 2009).
3.10. Sampling
Qualitative sampling methods start with accurately defining the sample population. As a
sampling technique, qualitative study commonly adopts nonprobability sampling as it does not
29
intend to draw statistical conclusion. In the nonprobability sampling design, there were no
probabilities connected to the elements in the population being chosen as sample subjects
(Saunders, Lewis, & Thornhill, 2009).
Purposive sampling was further applied, as a technique often employed in qualitative
investigation. The sampling here was limited to only a specified type of people who can deliver
the required information, either because they were the only ones who have it, or they fitted into
some criteria for the research study (Sekaran & Bougie, 2016). The sample size in a purposive
sampling depends on the qualitative design being used. In the case of this phenomenology
study, the proposed sample size ranged from 3 to 10 interviewees (Creswell & Creswell, 2018).
This study involved 5 applicants being carefully selected.
Both sampling design and the sample size were carefully considered, in order to establish the
representativeness of the sample for generalizability (Sekaran & Bougie, 2016).
3.11. Data Preparation / Processing
Qualitative data collection produces large amounts of data. Researcher organised the data
through coding and categorisation. Coding allowed researcher to diagnose patterns in the data,
identify links and to organise it into coherent categories allowing the researcher to draw
meaningful conclusions about the collected data. Categorization is concerned with the process
of organizing, arranging, and classifying coding units. As the data were organised into
categories and subcategories, the researcher was able to locate the patterns and relationships
among data (Sekaran & Bougie, 2016).
For this qualitative research study, data collected were directly transcribed in writing forms to
avoid accumulated transcription work and next it was organised in order to summarise the
30
findings supporting the research. This was done through hand coding along with the use of
Microsoft Word software (Cresswell, 2014) (Saunders, Lewis, & Thornhill, 2009).
To further support findings of research, a validity and reliability check was required.
Qualitative validity means that the researcher checks for the accuracy of the findings by
adopting some procedures, whereas qualitative reliability supports the consistency of the
researcher’s approach across studies. In the case of indicating reliability, there were suggested
procedures, among which is checking of transcripts to make sure that it does not contain any
obvious mistakes made during transcription (Creswell & Creswell, 2018).
3.12. Data Analysis
In the conduct of this qualitative research, the data analysis followed a step-by-step interaction
with namely, the data collection and the write-up of the findings of the study. This research
adopts a six steps data analysis process following steps from the specific to the general and as
involving multiple levels of analysis (Cresswell, 2014).
The first step is concerned with organizing and preparing of data for analysis. It involved
transcribing interviews, optically scanning material, typing up fields, cataloguing all the visual
material, and sorting and arranging the data into different types depending on the sources of
information.
The second step is to read through all the data to generate a common sense of the information
and to try to understand its overall significance. The third step involved the coding of the data.
Coding involved the process of organizing the data into segments of text or pictures and writing
a word representing a category in the margin prior to initiating meanings to gather information.
Next is step four, whereby the coding process is used to produce a description of the setting or
31
people as well as categories or themes for analysis. Applying step five is to advance on how
the description and themes were represented in the qualitative study. The most common
approach is using a narrative passage to transmit the findings of the analysis. The final step in
this data analysis is step six that involved making an interpretation of the findings or gathered
data in the qualitative research (Cresswell, 2014).
3.13. Ethical Considerations
The research study is governed by ethical considerations, as a researcher seeks access to
organisations and to individuals, collect, analyse, and report data. Ethics in research are
associated with the researcher having the right behaviour with the persons acting as a
contributor to the research or those who are affected by it. This means that a researcher needs
to ensure that the research design is both methodologically sound and morally defensible to all
those who are involved in the study (Saunders, Lewis, & Thornhill, 2009).
Throughout a research process, there are varied ethical issues that would arise. Starting off, the
research purpose was clearly stated and disclosed to the participants to provide understanding
for the purpose of the researcher doing the research, therefore avoid deceptions. In relation to
the data processing step, contributors of the study remain as anonymous to respect their
privacy. Finally, upon reporting, sharing, and storing of data, data findings, authorship,
evidence, or conclusions is not misrepresented in the study. Information is presented accurately
as per gathered from respondents and were further check through strategical validity
approaches (Cresswell, 2014).

32
CHAPTER 4
DATA FINDINGS
The purpose of this research was to explore the impacts the COVID-19 crisis has had on
tourism or tourism-related businesses in Praslin Seychelles, where most businesses rely on and
operates around tourism activities. It also covered strategies that business owners and or
managers has adopted to overcome the challenges faced and to sustain and grow from the crisis.
This section therefore outlines the findings of the research. The data collected from the
respondents will help readers understand the experiences of business owners and managers
through the impact of the COVID-19 health crisis and explore different business strategies
applied.
The participants were able to share their experiences and approaches using a one-to-one semi-
structured telephone interview not more than 25 mins each. Interviewees were directed to
answer the three research questions of the study. The results were coded and are presented
within research questions under themes and sub-themes were applicable, supported by direct
quoted responses from participants.
4.1. Presentation of Findings
The research comprised of 5 male participants who are business owners and managers of
different tourism or tourism related businesses which includes hotel, agriculture, car rental,
guest house and restaurant business on Praslin Seychelles. Out of the 5 participants, 4 of them
operates directly with tourists as their customers while only 1 participant have an indirect
operational activity with tourism establishments as customers. It is paramount for the
researcher to point out, that the time of which the data were collected, the COVID-19 crisis
33
was still present with a continual impact on most of the businesses. With the purpose of
exploring into the major impact COVID-19 has had on their businesses and the strategies that
has been used to sustain and grow, the results on the three research questions are discussed.
Table 3:
Characteristics of Participants
Participants Role Business Years of
experience
in business
Respondent 1 Business owner Restaurant Around 20
& Manager years
Respondent 2 Business owner Guest House & 6 years
& Manager Car Rental
Respondent 3 Hotel Manager Hotel 45 years
Respondent 4 Business owner Ferry 46 years
& Manager
Respondent 5 Business owner Agriculture 25 years
& Manager
4.2. Research Question 1
Major effects of COVID-19 crisis on tourism or tourism-related businesses
The first research question involved the major effects that participants has experienced from
the COVID-19 crisis, leaved to their discretion as to whether it was a positive or negative
34
impact. Based on participants’ responses, the themes were formed and involved financial
difficulties, forced business closure, business uncertainty, changes in market most of which are
negative impacts which caused challenges to businesses.
Table 4:
Themes and sub-themes of RQ1
Themes Sub-themes
Financial difficulties Lack of income and ongoing expenses
Increased operational cost
Business uncertainty Business uncertainty
Forced business closure Business closure
Changes in market Changes in market segment & behaviour
4.2.1. Financial Difficulties
Beginning with the most experienced impact, COVID-19 crisis has brought many financial
difficulties to all the respondents business considering both cash inflows and outflows. While
all the participants mentioned about having limited to no revenue during COVID-19, few others
expressed about facing increased operational costs.
Lack of Income & Ongoing Expenses
All the respondents somehow mentioned about having a lack of income as there were no
visitors of which their businesses highly depend on. One respondent also pointed out about the
lack of foreign currency specifically. Businesses were however continuously experiencing
ongoing expenses mostly mentioned salaries.

35
This was evident by:
Respondent 1 who stated: “We rely on tourism 100% for all our earnings and this affected
our business a lot, as tourist was away from the news of COVID-19 and even there were no
income, I had a lot of commitment and ongoing expenses to take care of.”
Respondent 2 who stated: “I rely 100% on the tourism industry for both of my businesses but
for car hire I also get some local clients, although insufficient for me to cover the salary of my
staffs. It is a very small amount compared to foreign clients and for a whole year there were no
external visitors at all due to COVID, therefore no major income apart from the few local client
renting the cars.”
Respondent 3 who stated: “We were not operating as a hotel as such during the COVID-19
crisis. We did not make money, but we did not lose as much.”
Respondent 4 who stated: “For the three days during the festival the company has lost over
92% of the revenue that we used to make in the past. This is because there has not been many
people travelling because the health departments have imposed regulations due to COVID and
we knew that we were going to lose a lot of revenue… and for my business we totally depend
on foreign exchange to purchase oversees supplies of spares. With the shortage of foreign
exchange and shortage of quantity unit, supplier cannot meet the demand and now you have to
beg to get the service.”
Respondent 5 who stated: “COVID brought a fall in tourism, therefore I have been impacted
as the businesses to which I was supplying was no longer operating during that time. There
was a major decrease in revenue.”

36
Increased operational costs
Increased operational costs was emerged as another sub-theme of financial difficulties, shared
by few respondents as another and ongoing impact of COVID-19 on their business. This has
been in terms of increased price of inputs and costs to cover for additional health and safety
amenities that is needed in services offered due to the health crisis.
Respondent 4 who stated: “We have to continue with the health and safety regulation
recommended to make sure that all the staff stays in good condition. Must be pointed out that
the COVID has make the business spend to very close to SCR 40,000 a month extra to maintain
a safe environment on the boat such as using sanitizer, and other cleaning materials against the
COVID virus.”
Respondent 5 who stated: “Many changes occurred with the COVID-19. It becomes more
costly to manage the business as price of inputs becomes more expensive.”
4.2.2. Business Uncertainty
Another most experienced impact is classified under business uncertainty. Three 3 of the 5
informants expressed in different manner that the COVID-19 crisis has brought uncertainty in
terms of the current and future operation of their business while they were experiencing the
unexpected changes within the operated environment.

37
Respondent 1 who stated: “I did not know where the business stands at that time. Closing my
business and having to lose my employees because they did not accept a lower pay was
somehow a help as I did not know when the business will be back as normal.”
Respondent 2 who stated: “In the beginning we were all thinking that COVID will be around
for a few months, but then we all experience that it went for longer than few months. But I was
always hopeful that at least 50% of tourists will be back.”
Respondent 4 who stated: “I said to my management team, ‘we don’t know what tomorrow
will be’, so let us seek our suppliers and negotiate for their spares.”
4.2.3. Forced Business Closure
Other than that, out of the five participants, two of them mentioned that due to COVID-19
crisis they were forced to temporarily closed the business to follow regulations imposed by
government parties or because occupancy rate was too low to operate. One of which has already
resumed its operation and the other is to be opened soon, from when the information was
shared.
Respondent 1 who stated: “My parents were the first two in Seychelles that tested positive
for COVID on a Saturday in March 2020. Our business was closed from that date until
December 2020. When we re-opened, we were so busy, but then we had to closed again in one
month time following regulations given from the government of Seychelles because of
COVID.”
38
Respondent 3 who stated: “For most of 2020 until around July we were not able to use the
hotel. On 1st November we opened, but however, the board took a decision that the occupancy
rate was too low for us to sustain and open operation, so the hotel closed back again on the 3rd
of November. The situation got worst during the month of November and December with
COVID cases rising again, the staff were told to stay home, and the hotel was not operational,
we had no guest. Currently we are not open for any tourists, we will resume operation on 1st
October 2021.”
4.2.4. Changes in market
On the other hand, only one respondent expressed about a rather positive effect from COVID-
19, although experienced the negative impacts as well. The respondent shared about COVID-
19 bringing a change to the market and this relates to change in the market segment in terms
of the clients that usually visits Seychelles which is mostly from Europe and change in market
behaviour in relation to the time that tourists will normally visit.
Respondent 1 who stated: “We came back positively, and we experienced some changes.
Firstly, in terms of the clients we were receiving. It’s very rare to get clients from UAE, but we
got a lot of tourists from the country as well as a lot of Arabian and Russian clients. Another is
usually during the month of June there are not many tourists coming to Seychelles, but this has
been different for this year as we have seen a lot of clients and we are doing good since we
came back.”
39
Business strategies adopted during COVID-19 crisis to overcome faced
challenges
The second research question explores the strategies that has been adopted by participants of
the research to overcome the challenges brought about by COVID-19 on their business while
the impact was ongoing. Based on shared information from respondents, the main themes that
were emerged comprised of cash management strategies, preparing for recovery, market
development strategy, flexible pricing strategy and corporate social responsibility approaches
which has been divided into different sub-themes were applicable.
Table 5:
Themes Sub-themes
Cash management strategies Cost control
Maintaining cash
Preparing for recovery Undertake renovation and maintenance work
Flexible pricing strategy Flexible pricing
Market development strategy Targeting new market
Corporate Social Responsibility strategy Corporate Social Responsibility
4.3.1. Cash management strategies
Most of the respondents has shared about managing their cash flow as a strategy during the
COVID-19 crisis. It involves the aspect of managing cash outflows specifically, as there was
limited to no cash inflows during the crisis. Therefore, the different cash management strategies
40
adopted by respondents involved approaches to reduce business costs and relying on reserved
cash to overcome challenges faced from the crisis. This has been categorised under cost control
and maintaining of cash.
Cost control
Beginning with cost control it covers approaches to minimise business costs, and the identified
methods shared from respondents included laying off staff, salary cut, reducing operational
activity, venture into producing own raw materials and changing of job management roles to
control cost instead of managing revenue while there were none.
Respondent 1 who stated: “I approached my workers to see what I can do such as to reduce
the salary so that I can keep on but however I got negative feedback from them. I therefore
took the approach to file for redundancy. Everyone was still after money. I lost all my local
workers and bear the cost of the redundancy package to repay everything to them based on the
duration that they have been working with me and so forth. Closing my business and having to
lose my employees because they did not accept a lower pay was somehow a help as I did not
know when the business will be back as normal. It was somehow a good move as there was no
business, and even there were no income, we still had ongoing expenses. We closed with no
workers except for expatriate. Their country’s borders were closed, and they agreed to have a
lower salary about ¾ cut that I proposed as there was no other work in the country, and it was
lockdown. The four foreigners accepted. During COVID we also ventured in agriculture
growing fruits to be used in our restaurants, and this will therefore cut the cost of having to get
goods from another supplier.”

41
Respondent 3 who stated: “First of all it was meant that a lot of staff had to lose their job. It
also meant that the management were forced to change their way of working as now rather than
managing revenue we are now spending our time controlling cost.”
Respondent 4 who stated: “Firstly it was on the staff themselves, there was a negative impact.
For example, the captain of the ferry had a pay cut of over half of their normal salary. We called
for an AGM with all the staff starting with the head office staff, the captain and the crew. We
have staff that has been with the business for over 35 years. We set options in front of them,
either go for redundancy with package offered by the labour department or go with the offered
package from us. They decided to set off by themselves without involving the labour
department and take the package that we were offering, and we needed to have adequate reserve
to compensate them. We used to have 40 staff and around 8 casual labours, since the covid we
did not go for any casual labour. Around 8 of the staff also went for their retirement, but
however whenever we need them, they do come back to help. We were still delivering the
service during that time as we had contracts both national and international and if we did not
abide to offering our service this would have affected the consumers as customers wants to
depend on you. We decided to reduce the number of trips per day from 6 to 3 up until today.
With targeting the resident only, we cannot even pay the fuel bill. And this is among the highest
cost for the business that we run.”
Respondent 5 who stated: “I had to slightly reduce the salary of my workers so as to reduce
the cost during a time that there was limited revenue being earned.”
Maintaining cash
Maintaining of cash, on the other hand was emerged as another sub-theme under cash
management strategies as respondents expressed that maintaining a good cash flow and having
42
enough cash reserves further helped them to overcome the challenge of not having income
while having ongoing expenses during the crisis period.
Respondent 2 who stated: “I would say maintaining a good cash flow helped with my business
during such time, in terms of covering for the ongoing expenses”
Respondent 3 who stated: “We had efficient funds in our account to maintain utilities right
up until July, and by July the government decided that they will refund us for all our expenses
with regards to utilities and staff wages.”
Respondent 4 who stated: “Now things are changing a little, but we have been going deeply
into our reserves to keep the company floated.”
Respondent 5 who stated. “A steady cash flow and relying on my reserves also helped in
overcoming the challenges as there were time by which demand was still very low.”
4.3.2. Preparing for recovery
Other than that, some of the respondents shared about their approaches to renovate and
undertake maintenance work during such unprecedented time and prepare to resume normal
operation for when tourists are back although the uncertainty was present.
Respondent 2 who stated: “During the COVID time I took the opportunity to upgrade the
rooms of the guest house do some renovation work and so on for the new arrival of tourist.”
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Respondent 3 who stated: “From the 1st of June 2021 we started doing renovation work to
make sure we are back in a standard that is acceptable to welcome back tourist.”
Respondent 4 who stated: “We have undertaken major maintenance.”
4.3.3. Flexible pricing strategy
Flexible pricing involves altering the price of products or services being offered, and based on
the challenges that COVID crisis brought, businesses had to reduce their price below the usual.
This has been identified from two respondents as a strategy to at least stimulate some demands
from customers when income was very limited, and gaining profit was the least of the
respondents’ concern.
Respondent 2 who stated: “We are getting some tourist around, but we still have to play with
the price charged. For accommodation this is a field where there are lot of competition.
Obviously from the beginning I had to decrease my price for the foreigner to even half of the
price or otherwise you will not get any. At that time, I was thinking only about breaking even
not any profit just to secure salaries for my staff.”
Respondent 5 who stated: “We were forced to lower the price to the public, the aim was to
sustain and survive with limited profit.”

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4.3.4. Market development strategy
The least used strategy to overcome challenges of COVID-19 crisis has been identified from
only one respondent of the tourism-related business. The informant’s approach to market
development strategy was as a result of reduced demand from the previously targeted market,
and therefore had to tap into serving new market to ensure continual business operation.
Respondent 5 who stated: “Tourism establishment were providing the major revenue, but
however since they were not being operated and therefore not taking production from the farm,
we had to approach shops to take the products and even sell directly to the public by going on
the street.”
4.3.5. Corporate Social Responsibility strategy
One of the respondents has also talk about the business approach towards corporate social
responsibility during the time whereby the business was not being operational and therefore
donated the hotel establishment to the government for the period. This strategy is useful in
creating a good brand image and attracting customers for when the hotel resumes its normal
business operation.
Respondent 3 who stated: “Then in January 2021 the board of directors agreed to let the
ministry of health use the hotel for COVID patients. Since January right up until the end of
July the hotel was not operational, it was donated to the government. The other things we did
is we provided meals to the patients, so kitchen was kept busy providing take away meals for
45
COVID-19 patients that were being accommodated or quarantined in our hotel and in another
establishment.”
Business approaches to sustain and grow against the COVID-19 crisis
The final research question of the study covers the approaches that managers and or business
owners is planning to undertake to sustain while the COVID crisis is still ongoing and grow
during the post-covid. The approaches discussed by respondents involved thinking of new
opportunities, stressing on health and safety measures and marketing strategy.
Table 6:
Themes Sub-themes
Thinking of new opportunities New business activities
Increase production
Health and safety measures Health and safety measures
Marketing strategy Advertisement
4.4.1. Thinking of New Opportunities
All the respondents expressed in different manner about the impact that the health crisis
brought from the challenges they have experienced, and therefore are thinking of new ways to
ensure the business continual operation. Although their high reliance on foreign tourists, has
meant that they had no income during such unprecedented period, majority of the participants
46
however expressed that they have no choice but to maintain their operation targeting tourists
mostly foreign ones, and are even growing their service in tourism but with more added value.
New business activities
Majority of the respondents, shared about expanding their business operations by adopting new
or different activities within the tourism field so as to grow their business against the COVID-
19 crisis.
Respondent 1 who stated: “We are building a local traditional kitchen made of wood, to bring
about our culture. We were also thinking to venture in other business such as delivery but
however this will require more time to organise such and need more people and based on the
type of food that we offer it is not quite a good approach. We however also do excursion,
therefore another source of income.”
Respondent 2 who stated: “For a whole year, I had a lot of reflection thinking of new
opportunities, but the thing is on Praslin the opportunities is minor, you cannot do much apart
from going towards tourism business. Like 99% is occupied by the tourism industry. So,
without tourist it is very difficult to start a new business depending on locals only.
Respondent 3 who stated: “There will be beach activities like controlled beach volleyball.
There will be craft work where they can sit in distances where they can learn to do local craft
such as basket with coconut and others. It will be changed to a lot of extent; we need to find
ways to keep the client interested and entertained because the old ways of doing things will
definitely change.”
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Respondent 5 who stated: “We also want to expand our business and venture into agro-
tourism although it still relies on tourism as this is our main sector. There are quite some
competitors in terms of agriculture, and we must find other ways to compete. So, we are looking
into venturing into something more than just agriculture, by including value added strategies
and look into more opportunities within the same agricultural field.”
Increase production
Only one participant, categorised within the tourism-related business stated about increasing
their production to serve to the current and new market. This is as an approach to earn more
revenues.
Respondent 5 who stated: “We target to increase production and sell to both the public and
tourism establishments. Things are still not back to normal, and we are still trying to survive
avoiding that we declared bankrupt.”
4.4.2. Health & Safety measures
Another approach that emerged from some of the informants, is undertaking health and safety
measures to ensure a safe environment for both clients and employees specifically against the
COVID-19.
Respondent 1 who stated: “We are doing good since we came back, although we are a small
team. If we keep up like this, everyone takes their safety precaution, I hope the situation will
recover and COVID will go.”

48
Respondent 3 who stated: “For us to contain the virus, I think all hotels should be able to
operate with tourist coming to Seychelles, but they will have to follow very strict standard
order procedures and guidelines, that will allow both the staff to remain safe and the guest to
enjoy the Seychelles without being threatened by the virus. We will not run to the highest
occupancies as we used to as people around the world are going to be scared, but there are
those that still feels that they will not allow this virus to put them down and not allowed them
to enjoy their life so they will travel and those that come to the Seychelles we will welcome
them. However, there will be constant temperature check and wearing of face mask that would
be required. In the dining room there will be distances maintained. We would have emergency
room for staff and for guest but for staff mostly as if the guest test positive they will be
quarantined in their room, and we will provide them service in their room along with regular
test such as the PCR test. The staff will be monitored and if they fall sick while at work, they
will be quarantined in one of the rooms that we will have prepared specially for them until
medical staff and the public health authorities transports them to the necessary quarantine
centres.”
Respondent 4 who stated: “We have to continue with the safety health regulation to make
sure that all the staff stays in good condition and follows all the recommendations enforced by
the health authorities.”
4.4.3. Marketing strategy
The last strategical approach was shared by only two respondents, who expressed that they
would advertise to both local & foreign clientele to improve customer base and grow their
business operations.

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Respondent 3 who stated: “We will continue advertising to our local clientele.”
Respondent 4 who stated: “We have been intensively advertising our service all over the
world especially in Europe, giving them all the update and expecting them to come to visit
which they have already started.”

50
CHAPTER 5
DISCUSSION AND CONCLUSION
The study follows exploratory research, with the purpose of exploring into the impacts of
COVID-19 on tourism and tourism-related business on Praslin, Seychelles and identifying
strategies that has been adopted to sustain and grow against the crisis. This chapter begins with
a summary of the qualitative findings, followed by a further analysis on the themes that were
emerged from respondents under the three research questions. The significance, conclusion and
limitations of the study will also be pointed out along with recommendations given to
researchers in future studies.
5.1. Summary of findings
This research covers the findings from the telephone semi-structured interviews with 5 male
business owners and or managers of tourism and or tourism-related businesses respectively on
the island of Praslin in Seychelles. There was only 1 participant with business management
roles while the others were both business owners and managers. The study involved three
research questions which covered the impact of COVID-19 crisis on the businesses, strategies
that has been adopted to overcome the challenges and to sustain and grow against the health
crisis. This chapter therefore outlines the main points of the three research questions, that
emerged from participants responses.
Table 7:
Domains & Themes of Research
Domain 1: Domain 2: Domain 3:

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Environment Overcoming Challenges Sustainability and Growth
- Financial difficulties - Cash management - Thinking of new
- Business uncertainty strategies opportunities
- Forced business - Preparing for - Health and safety
closure recovery measures
- Changes in market - Market development - Marketing strategy
strategy
- Flexible pricing
strategy
- Corporate social
responsibility
strategy
All the respondents expressed the major impact of COVID-19 crisis to be a lack of income
while having ongoing expenses as there were no foreign visitors of which the businesses
depend on for their business operations. Forced business closure was another impact of
COVID-19 experienced by most of the respondents. On the other hand, very few informants
mentioned about business uncertainty, increased operational cost and changes in market as
other impacts caused by COVID-19 crisis to their businesses. With regards to approaches
adopted to overcome the challenges COVID-19 brought, different cash management strategies
such as reducing of costs and maintaining of cash were used throughout the pool of participants.
Also, some of them took the opportunity to do maintenance work on their businesses therefore
preparing for recovery. Alternatively, marketing development strategy, flexible pricing
strategy and CSR approaches were adopted by minority of the respondents. Furthermore, in
relation to the last research questions, very few points emerged from participants responses
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compared to the other research questions. The most mentioned strategies by participants to
sustain and grow against the crisis, involved thinking of new opportunities which covered
expanding business operations by identifying new business activities and increasing of
production. Another was, intensifying on health and safety measures which was also mentioned
by majority of the respondents as a strategy to sustain during the crisis. Lastly, in relation to
marketing strategy, few participants shared about their approaches to advertise and attract
clientele both local and foreign ones.
5.2. Key findings and discussion
The discussion addresses key findings of the research with meaning following the three
research questions covering the impact of COVID-19, strategies to overcome unforeseen
challenges faced and strategies to sustain and grow against the COVID-19 crisis.
RQ 1: Major effects of COVID-19 crisis on tourism or tourism-related businesses
5.2.1. Financial difficulties
Beginning with financial difficulties, it is the very first theme emerged under the opening
research question as the most discussed impacts that COVID-19 has brought to the
respondents’ businesses. Based on informants’ responses, they all expressed that COVID-19
crisis lead their businesses into having a lack of income with ongoing expenses mainly as there
were no foreign visitors on which their businesses depend on. This is in line with previous
researcher’s findings performed by World Bank Group stating that COVID-19 had a negative
impact on sales particularly in business related activities (Apedo-Amah, et al., 2020). Research
done by OECD (2020) also pointed out that firms had to continuously cover operating costs
such as rents, while sales and cash inflow that usually covers for such expenses has been
53
affected. Further to that few of the respondents added that COVID-19 caused an increased in
operational costs as it significantly impacted the liquidity capabilities of their business.
5.2.2. Business uncertainty
Another commonly articulated impact was uncertainty on business operations. The theme
emerged as COVID-19 brought an unexpected novel impact to the businesses and since it was
a new experience to the respondents it created the sense of uncertainty. Respondent 2
respectively articulated about the uncertain duration of the impact brought from COVID
pandemic stating, “In the beginning we were all thinking that COVID will be around for a few
months, but then we all experience that it went for longer than few months.” This is in line with
research findings from Bartik, et al. (2020) of which firms were predicting the duration of the
COVID-19 crisis, with around 50% respondents being identified as not confident about their
answers. Bartik, et al. (2020) followed by stating “their uncertainty seems appropriate given
the uncertainty that is present throughout the world” (p.10).
Additionally, while some business owners and or managers might take on a wait and see
approach during such uncertainty, others might decide to act up. This was evident from 2 of
the respondents who took further approaches to manage any risks that may arise. This was
highlighted by respondent 1 “closing my business and having to lose my employees because
they did not accept a lower pay was somehow a help as I did not know when the business will
be back as normal” and respondent 4 who stated “I said to my management team, ‘we don’t
know what tomorrow will be’, so let us seek our suppliers and negotiate for their spares.”
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5.2.3. Forced business closure
Narrowing into the impact of COVID-19 based on informants’ responses, 2 of them signified
about being forced to temporarily closed their business, meaning the businesses were not being
operational during the early outbreak of COVID-19 in Seychelles. Business shutdowns were
necessary, one to confine with government measures imposed such as closing of non-essential
businesses and another because the occupancy rate was too low to operate. This is consistent
with findings from Bartik, et al. (2020), with 43% businesses having to temporarily closed their
businesses due to COVID-19. In relation to government-imposed measures, business closures
were necessary to contain the spread of the COVID-19 virus (Bongaerts, Mazzola , & Wagner,
2021).
5.2.4. Changes in market
Lastly under the impact of COVID-19 crisis, only one respondent expressed about changes in
the market. This is in relation to foreign clients of which the business depends on. Changes was
in terms of the time of which visitors would normally visit Seychelles as well as having a
different market of tourists. Such impact was rather expressed in a positive manner by
respondent 2 “We came back positively, and we experienced some changes. Firstly, in terms
of the clients we were receiving. It’s very rare to get clients from UAE, but we got a lot of
tourists from the country as well as a lot of Arabian and Russian clients. Another is usually
during the month of June there are not many tourists coming to Seychelles, but this has been
different for this year as we have seen a lot of clients and we are doing good since we came
back.” The variations in the market segments and behaviour are influenced by COVID-19
crisis and may be explained as tourists wanting to travel to a safer place than their home or
taking advantage of the chance to go a vacation while they are off work, and school. This can
be supported based on research findings from Han, et al. (2020), discovering that customer’s
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travel intentions are primarily driven by places that are considered safer in connection to the
presented psychological risk. Additionally, according to Baba, Stăncioiu, Gabor, & Alexe
(2020), customers will prefer to forms of tourism with less inter-human contact, such as natural
environment and adventure tourism, and this can further support the fact that businesses is
enjoying more foreign customers as the country experience transitions into post-pandemic
(Orîndaru, et al., 2021).
RQ 2: Business strategies adopted during COVID-19 crisis to overcome faced
challenges
5.2.5. Cash management strategies
Under the second study question which addresses the adopted strategies to overcome
challenges from COVID-19, cash management strategies appeared as the first theme
highlighted by all respondents in various ways. Cash management has been regarded as an
essential component of a firm’s success. It refers to measures used by businesses to manage
cash inflow and cash outflow, as well as funds remaining for re-investment purposes (Richtr
Financial Studio. , n.d.).
Within this research, the shared cash management approaches from participants involved,
cutting down on needless spending and while respondents expressed that there was no revenue,
many had to rely on their reserved cash and emphasised on costs control to keep their business
afloat. To minimise expenses or business costs, respective respondents laid off employees and
some reduced employees salary; this was with regard to the businesses that were not operating
or had a decreased operational activity. Respondent 1 expressed that when local workers
specifically, rejected the offer of a lower pay, the only recourse was to apply for redundancy,
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which helped to secure the cash flow since the business was closed but with ongoing
expenditures, which were minimised from laying off staff. Similarly, respondents 3 and 4 stated
that they had to let go of a number of their employees, while respondents 4 and 5 added that
they had to cut on staff salary. This is corroborated by findings from Karim, Haque, Anis, &
Ulfy (2020), who discovered that the local hotel businesses, in particular, had laid off workers
along with unpaid leave and salary reduction as the sector dealt with the effects of the COVID-
19 pandemic. Additionally, research from Kumar (2020) in India, also support the findings
suggesting that employment may be viewed as a cost-cutting measure as a result of income
loss from the mandated shutdown due to COVID-19.
Furthermore, in terms of other cash management approaches, since there was little to no
income, minimal activity was required for managing cash inflow; instead, businesses had to
manage the cash they had from their reserved. Except from respondent 1, who was more
towards cost-cutting strategies, this was highlighted by all the respondents. Based on a study
conducted by Kilpatrick, Dess, & Barter (n.d.), firms with insufficient cash reserves or
unreliable cash flows are the one currently struggling for profitability and are particularly more
susceptible during crisis like COVID-19.
5.2.6. Preparing for recovery
Three of the respondents expressed about their strategy to prepare for when the situation
improves, and the business may resume its operation in welcoming foreign clients. This was
signified from respondent 2, 3 and 4. Their approach was to undertake renovation and
maintenance work on their service offerings which included, the hotel, guest house and the
boat ferry. These were especially businesses that had a solid cash reserves or cash flow to invest
or simply did not have significantly imposed expenses from the impact of COVID-19.
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Preparing for recovery in terms of maintenance and renovation work has emerged as a new
theme in relation to strategies to overcome the challenges of COVID-19. Past research in this
regard has discovered other recovery strategies such as disinfecting of rooms, rehiring of
employees, applying for loans and others (Dayour, Adongo, Amuquandoh, & Adam, 2021). In
another research done by Bhaskara & Filimonau (2021), the need for rennovating tourism
properties was pointing out based on previous crisis such as natural disaster from volcano
eruptions, of which businesses saw the opprtunity to add value to the future operations of their
business. This has been differentiated with the strategy needed to overcome challenges of the
COVID-19 pandemic (Bhaskara & Filimonau, 2021). Other past research has adress recovery
strategies from government undertaken approaches instead of businesses itself (Hall,, Scott , &
Gössling, 2020).
5.2.7. Flexible pricing strategy
Flexible pricing was identified as another strategy to overcome the faced challenges of COVID-
19, and this has been expressed by two of the respondents specifically respondent 2 and 5.
Flexible pricing strategy involves altering the pricing of a product or service within a certain
range based on negotiations between buyers and sellers. The strategy is seen to be more
commonly used in service business and it is used as an objective to stimulate demand. Flexible
pricing also allows business to adjust their pricing to accommodate the changing environment
or to gain competitive advantage (Landman, n.d.). Respondent 2 in particular, has detailed the
approach towards flexible pricing stating “We are getting some tourist around, but we still
have to play with the price charged. For accommodation this is a field where there are lot of
competition. Obviously from the beginning I had to decrease my price for the foreigner to even
half of the price or otherwise you will not get any. At that time, I was thinking only about
breaking even not any profit just to secure salaries for my staff.” Research conducted by has
58
supported the findings with respect to offering temporary discounts or promotional pricing as
customers sensitivity towards pricing increased during the COVID-19 crisis, and businesses
also needs to lower the prices, offering better deals to customers over competitors (Hoekstra &
Leeflang, 2020).
5.2.8. Market development strategy
Market development is a strategy proposed by the Ansoff matrix, and it involves marketing
current products to new customer groups or target market (Parrish, n.d.). Within this research
study, only one respondent shared about targeting a new market during COVID-19 crisis, as a
strategy to overcome the challenge of not having business from previously targeted customers.
This was expressed by respondent 5 stating, “tourism establishment were providing the major
revenue, but however since they were not being operated and therefore not taking production
from the farm, we had to approach shops to take the products and even sell directly to the
public by going on the street.” The respondent saw the opportunity to sell to a new market
which targeted locals at least until the situation would recover. Dayour, Adongo, Amuquandoh,
& Adam (2021), discovered similar results, with travel and tourism operators refocusing their
efforts on the domestic travel market since it is more likely pick-up easily compared to the
international market. According to Wang, Hong, Li, & Gao (2020), firms that have not been
severely impacted by COVID-19 crisis are making full use of potential new opportunities and
are implementing marketing innovations to expand their business or gain more consumers,
whereas businesses that have been more severely affected are maintaining their existing
business and retaining their current group of customers.

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5.2.9. Corporate Social Responsibility strategy
The final theme identified as a strategy to overcome challenges of COVID-19 is CSR. It was
pointed out by only one respondent, respectively respondent 3. In defining CSR, it is a form of
business self-willingness to be socially responsible, positively contributing to the public and to
the overall environment. As the demand for CSR grows, so does the potential for businesses to
demonstrate their good corporate citizenship. Based on previous research performed in United
States, almost 90% customers stated that they will purchase a product from a firm that has
supported an issue that is important to them (Schooley, 2021). CSR practices mentioned by
respondent 3 involved, donating the hotel establishment to government for accommodating
COVID-19 patients and providing meals in quarantine facilities. Similar findings have been
founded, signifying that COVID-19 has increased attention towards CSR and created
opportunities for businesses and its stakeholders in building long-term corporate value (Zhao,
2021) (Donthu & Gustafsson, 2020).
RQ 3: Business approaches to sustain and grow against the COVID-19 crisis
5.2.10. Thinking of new opportunities
Furthermore, most of the respondents expressed, in their own words, that they are considering
adjusting into the changing environment by recognising new possibilities presented.
Opportunities can come in different forms and can have varying degrees of importance to
various businesses. Most of the new opportunities presented by COVID-19 to businesses
revolve around digitalising their operation. Praslin is a small island in Seychelles, and the
country is still behind when it comes to adopting emerging technologies and businesses are
hesitant to incorporate it in their business operations. With regards to the respondents’ shared
approaches for new opportunities, it involves venturing into other businesses or undertaking
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different activities that fit into the changed way of business operation. For instance, respondent
5 stated, “we also want to expand our business and venture into agro-tourism although it still
relies on tourism as this is our main sector. There are quite some competitors in terms of
agriculture, and we must find other ways to compete. So, we are looking into venturing into
something more than just agriculture, by including value added strategies and look into more
opportunities within the same agricultural field.” This is in line with research findings
conducted by Dayour, Adongo, Amuquandoh, & Adam (2021), which revealed that a few
business operators were contemplating expanding their business operations, such as operators
that were exclusively into hotel facilities, who expressed plans of incorporating F&B services.
Additionally, Hoekstra & Leeflang (2020) has found similar results pointing out on
development of new products by different businesses.
5.2.11. Health and safety measures
Moreover, with the COVID-19 health crisis, health and safety becomes one of the major
requirements in the continuous operation of the businesses. Governments are emphasising
businesses to implement health and safety measures before they can reopen for clients.
Regarding this research this is specifically relevant to the hotel, guest house and restaurant, and
boat ferry business. Also, it becomes an important factor in a customer’s purchase decision as
clients wants to ensure that their health is not jeopardised in this regard. Respondent 3 shared
some of the health and safety measures to be implemented stating, “there will be constant
temperature check and wearing of face mask that would be required. In the dining room there
will be distances maintained. We would have emergency room for staff and for guest but for
staff mostly as if the guest test positive they will be quarantined in their room, and we will
provide them service in their room along with regular test such as the PCR test.” This accords
to the shared results from Dayour, Adongo, Amuquandoh, & Adam (2021) under coping
61
strategies which involves health-related measures such as temperature checks at centres before
entry, hand hygiene such as handwashing and applying alcohol-based sanitisers, having
educative posters on COVID-19, wearing of nose masks and maintaining social distancing.
According to Dimitrios, Christos, Ioannis, & Vasiliadis (2020), assuring customers about the
safety of their stay is a key strategical tool to attract new customers and re-engage existing
ones. Tourists are anticipated to search for safety havens with high-level ratings for hygeine
and safety, rather than for luxury hotels. but to search for safety havens with high-level ratings
for hygiene and well-being safety. This indicates that from a strategic standpoint competitive
advantage will be regarded based on cleanliness and safety from COVID-19 instead of
differentiation or cost.
5.2.12. Marketing strategy
Lastly the final theme emerged as strategies for growing business operation is marketing
strategy, raised from 2 of the 5 respondents. Marketing strategy derives from a company’s
marketing plan in normally achieving a long-term goal. It is designed to promote a business
offering in terms of products and services (Market business news, n.d.). There are different
types of marketing strategies that a business can implement. Based on this research,
respondents shared marketing strategy comprised of advertisement. Respondent 3 focussed on
marketing to local clients saying, “we will continue advertising to our local clientele”, while
respondent 4 on the other hand is advertising to the international market, stating “we have been
intensively advertising our service all over the world especially in Europe, giving them all the
update and expecting them to come to visit which they have already started.” Numerous studies
have supported marketing strategy as an approach towards sustaining and growing business
operations in the post-covid era (Hoekstra & Leeflang, 2020) (Kang, Diao, & Zanini , 2020).
Study conducted by Ranasinghe, et al. (2020), has emphasised on the need for advertisement
62
in marketing and promoting Sri Lankan tourism and hospitality industry as urgent approach for
recovery.
5.3. Conclusion
The purpose of this qualitative study was to explore into the impact of COVID-19 on tourism
and tourism-related businesses in Praslin, Seychelles, and identifying adopted strategies to
overcome challenges and grow business operations against the crisis. Consequently, the study
has uncovered insights of the different business’ experiences from the impact of COVID-19
which comprised of financial difficulties, business uncertainty, forced business closure and
changes in market. Most of the themes recognised as impact of COVID-19 were commonly
founded in other similar research, with a few that emerged as unpopular impact such as the
uncertainty that COVID-19 presented to businesses. With regards to strategies adopted by
businesses to overcome current challenges of COVID-19, cash management and preparing for
recovery were commonly discussed strategies by respondents from this research and from
previous researchers. On the other hand, there was an average input on flexible pricing strategy
and limited discussion on market development strategy and CSR strategy. CSR, however, has
been popular in discussions of previous studies. Lastly in attempting to the final research
questions, covering approaches for sustainability and growth of businesses, less discussions
were made by participants especially as they are unsure what future COVID-19 holds for the
business environment. Themes that emerged included thinking of new opportunities, health
and safety measures and marketing strategies. In this regard questions remain in relation to
other growth strategies of businesses against the crisis, of which future studies can look into.
In a general view, the qualitative study addressed all of the research questions and fresh insights
were contributed to comparable previous studies.

63
5.4. Significance of the Study
Based on the results of the research, it has further supported to previous literatures. With
regards to unforeseen impacts on businesses brought about by COVID-19, the relevance of this
study was to primarily attempt to managers’ challenges in operating their businesses due to the
pandemic, and on a managerial perspective, identify useful strategies that guides their business
sustainability and growth, as well as to be more prepared with effective approaches to address
other unprecedented situation or crisis in the future. Moreover, it also provides policy makers
in Seychelles with additional information which could direct the formation of policies that
would help ease the persisting struggles of businesses. Furthermore, on a theoretical basis, the
research adds knowledge to the existing literature on COVID-19 and business strategies and
fill in the gap pertaining the subject matter. Additionally, it could help in supporting and
building of theory in the aspect of crisis and change management as well as useful resources.
Lastly addressing to the significance of the research to academician is to provide a follow up
to results found. Practical findings would direct learners in understanding business strategies
overall, support on the topic of change management and this would be specifically relevant to
business management students.
5.5. Limitations of the Study
The limitations of the study involved the fact that the sample size, comprising of only 5
interviewees cannot represent the experiences of all the businesses, also the study was limited
only to tourism and tourism-related business. Another is the geographical reach of the sample
of businesses chosen for the research is on Praslin only, while Mahe being the main island of
Seychelles has far more businesses than Praslin which could provide more information with
justifiable conclusions. In addition, the selected respondents across businesses did not provide
in depth answers to questions, as well as adequate or even accurate data to support findings.
64
This was in terms of lack of financial statements that could provide evidence related to
comments on having had a strong cash flow. Furthermore, since the study covered the current
phenomenon of COVID-19, with the uncertainty of its duration or the lack of knowledge from
owners or managers about their future operations, it led to added limitation in relation to
acquiring sufficient information to support the research study.
With such mentioned limitations, however the researcher provides up to date information
contributing to the knowledge of the participants of the exploratory research study as well as
emphasized into addressing substantiate questions for obtaining relevant and sufficient
information attempt to the research problem and produce the necessary conclusion to findings.
5.6. Suggestions for future research
With respect to the limitations of this qualitative research, improvements are suggested in
future studies in relation to context of the impact of COVID-19 crisis and business strategies
to sustain and grow against the crisis. Primarily, it would be suggested that a mixed method of
qualitative and quantitative research is applied for in depth research on the phenomenon.
Following a qualitative method, it explores into in depth meanings of data, and by applying
quantitative method it will further assist in supporting the emerged findings and in developing
theories. A mixed method could also be useful in suggesting points for research questions, and
participants can provide feedback based on options presented and if needed further explain
through interviews. Within this research only 5 respondents were used in a small geographic
reach, and it did not reach the significancy of generalisability needed. Therefore, it is suggested
that future researchers look into a wider scope of research sampling. Additionally, due to
measures require with respect to COVID-19 pandemic, interviews were conducted using
telephone interview, and in this case the research failed to recognise in further emotional
65
elements that may contribute to the findings of the research. On this basis, in future studies, it
is suggested that, if possible, researchers have a one-to-one interview with participant, whereby
interviewer and interviewee can connect on the aspect of the phenomenon.

66
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APPENDIX
Appendix A: Interview Transcript
Respondent 1
Questions Answers
How much would you say your business We rely on tourism 100% for all our
depends on tourism? earnings. While we have local clients as
well, the business relies more on foreign
clients.
How have you adapted with the impact of It affected the business a lot, my parents
COVID-19, and explain and elaborate about were the first two in Seychelles that tested
strategies that you have adopted to sustain positive for COVID that was on a Saturday
during the time? in March 2020. At that time there were no
vaccination yet and I was in a very
worrying state as many people were already
dying due to the COVID-19 virus. Our
business was closed from that date until
December 2020. There was no business as
tourist was away from the news of COVID-
19. People were however still after money. I
had a lot of commitment and ongoing
expenses to take care of. On my side I was
able to pay all the workers on my own for
four months and waited for help from the
government in terms of the FA4GAR
System that they introduced for helping
businesses during that difficult time. I did
not know where the business stands at that
time. I approached my workers to see what
I can do such as to reduce the salary so that
I can keep on but however I got negative
feedback from them. I therefore took the
approach for redundancy. And bear the cost
for a total of nine workers and had only four
expatriates left. Their country’s borders
were closed, and they agreed to have a
lower salary about ¾ cut that I proposed as
there was no other work in the country, and
it was lockdown.
Would you say that the fact that your Closing my business and having to lose my
employees did not accept your offer about a employees because they did not accept a
reduce pay affected the running of your lower pay was somehow a help as I did not
business, that you had to closed? know when the business will be back as
normal. It was somehow a good move as
there was no business, and even there were
no income, we still had ongoing expenses.
74
We went through all the process with

meetings with tourism representatives, the
government, and we re-opened in
December. When we re-opened, we were so
busy, we got fresh new employees and then
we had to closed again in one month time
because of COVID, this was regulations
given from the government of Seychelles
asking every business to close again.
At this point, how were you seeing the We experienced some changes. Firstly, in
future of your business operation, as they terms of the clients we were receiving. It’s
were saying COVID will bring a new very rare to get clients from UAE, but we
normal? got a lot of tourists from the country as well
as a lot of Arabian and Russian clients.
Another is usually during the month of June
there are not much tourist coming to
Seychelles, but this has been different for
this year as we have seen a lot of clients.
We are doing good since we came back,
although we are a small team. If we keep up
like this, everyone takes their safety
precaution, I hope the situation will recover
and COVID will go.
Based on the situation that is still ongoing, During COVID we ventured in agriculture
what are your strategical approaches? growing fruits to be used in our restaurants,
and this will therefore cut the cost of having
to get in from another supplier. Also, we are
building a local traditional kitchen made out
of wood, to bring about our culture. We
were also thinking to venture in other
business such as delivery but however this
will require more time to organise such and
need more people and based on the type of
food that we offer it is not quite a good
approach. We however also do excursion,
therefore another source of income. And the
boat has been very busy throughout.
Respondent 2
Questions Answers
how much would you say your businesses I will say 100%. When it comes to guest
depends on tourism? house business, I rely 100% on the tourism
industry but for car hire I also get some
local clients, but the local clients that I am
getting is not sufficient for me to cover the
salary to my staff, it is a very small amount
compared to foreign clients.
75
what would you say have been the major the major impact is that for a whole year
impacts of COVID-19 on both of your there were no external visitors at all. So
businesses? there was no income apart from the few
local client renting the cars. It was a whole
year without any major income.
what would say your thoughts was about the in the beginning we were all thinking that
future of your business? COVID will be around for a few months,
but then we all experience that it went for
longer than few months. But I was always
hopeful that tourists will be back at least
50% of tourism back. During the COVID
time I took the opportunity to upgrade the
rooms of the guest house do some
renovation work and so on for the new
arrival of tourist.
what was the strategies that you were using for the guest house I took the opportunity to
during that time? do some renovation work, whereas for the
cars one by one we cleaned the cars put
them in garage and do minor renovation
work so that when we would get back for
the new normal. for a whole year, I had a lot
of reflection thinking of new opportunities.
But the thing is on Praslin the opportunities
is minor, you cannot do much apart from
going towards tourism business. Like 99%
is occupied by the tourism industry. So,
without tourist it is very difficult to start a
new business depending on locals only. I
have been there because before starting the
car hire, I was running a garment shop. It
was very slow at one point so I had to close
and going back to a business depending
only on locals now will be very difficult.
what would you say your strategies are to obviously, we are all in to grow our
pursue your business further or to grow in business, but there are certain limitations as
the future? well that you have to take into
consideration. For instance, for my guest
house the issue is buying land property so I
cannot expand right now because my
property is limited. For the car business yes,
we can expand but again the same
limitation. For example, on the tax part
there is a lot of issue that limit you from
growing your businesses. As you get more,
you’ll definitely need to pay tax more. This
is why I cannot expand my business as it
would be a downfall, so I rather maintain it.
76
right now, despite we are getting some

tourist around, we still have to play around
with the price charged. For accommodation
this is a field where there are lot of
competition. Obviously from the beginning
I had to decrease my price for the foreigner
even half of the price I was offering or
otherwise you will not get any. At that time,
I was thinking only about breaking even not
any profit just to secure salaries for my staff
so that was my strategy.
Respondent 3
Questions Answers
How much the hotel relies on tourism? 100% on tourism, 85% on foreign clients
and around 15% on local clients.
What will you say the major effects the first of all, it was meant that a lot of staff
hotel as encountered from COVID-19? had to lost their job. The staff that
remained, found themselves not doing the
work that they were trained to do. They had
to stay at home for most of the time. This
meant that the hotel had to restart the
training programme to re-educate the staff
in their work. It also meant that the
management were forced to change their
way of working as now rather than
managing revenue we are now spending our
time controlling cost.
What strategies have you adopted to try and for most of 2020 until around July we were
sustain during that time? not able to use the hotel. From the 1st June
2021 we started doing renovation work to
make sure we are back in a standard that is
acceptable to welcome back tourist. On 1st
November we opened. The board took a
decision as the occupancy was too low for
us to sustain and open operation, so the
hotel closed back again on the 3rd of
November and the staff worked only half
day and because the situation got worst
during the month of November and
December with COVID cases rising again
the staff were told to stay home and the
hotel was not operational, we had no guest.
Then in January 2021 the board of directors
agreed to let the ministry of health use the
hotel for COVID patients. Since January
right up until the end of July the hotel was
not operational, it was being used for covid
positive patients. No revenue, it was
donated to the government. We had
77
efficient funds in our account to maintain

utilities right up until July, and by July the
government decided that they will refund us
for all our expenses with regards to utilities
and staff wages. The other things we did is
we provided meals to the patients, so
kitchen was kept busy providing take away
meals for COVID-19 patients that were
being accommodated in our hotel and in
another establishment. So, we were not
operating as a hotel as such. We did not
make money, but we did not lose as much.
what is your opinion about the new normal, I think we will not have a new normal again
do you think the situation will remain as for maybe 2 or 3 years. For us to contain the
such? virus, I think all hotels should be able to
operate with tourist coming to Seychelles,
but they will have to follow very strict
standard order procedures and guidelines,
that will allow both the staff to remain safe
and the guest to enjoy the Seychelles
without being threatened by the virus.
how do you plan to ensure the continual We will open on the 1st of October. We will
operation of the hotel in the future? not run to the highest occupancies as we
used to as people around the world are
going to be scared, but there are those that
still feels that they will not allow this virus
to put them down and not allowed them to
enjoy their life so they will travel and those
that come to the Seychelles we will
welcome them. However, there will be
constant temperature check that will be
required to continue wearing face mask in
public areas. In the dining room there will
be space so that they are not too close to
each other. We would have emergency
room for staff and for guest but for staff
mostly as if the guest test positive they will
be quarantined in their room, and we will
provide them service in their room along
with regular test such as the PCR test. The
staff will be monitored and if they fall sick
while at work, they will be quarantined in
one of the room that we will have prepared
specially for them. the medical staff and the
public health authorities will come in and
take them to the necessary quarantine
centres. we will continue advertising to our
78
local clientele. We are hoping to show the

client more outdoor activities as with
outdoor activity there is less possibility
being affected by the virus. Less indoor
activities unfortunately. There will be beach
activities like controlled beach volleyball.
There will be craft work where they can sit
distances where they can learn to do local
craft such as basket with coconut and
others. It will be changed to a lot of extent;
we need to find ways to keep the client
interested and entertained because the old
ways of doing things will definitely change.
Respondent 4
Questions Answers
what would you say the major effects firstly, it was on the staff themselves, there
COVID-19 has brought on your business? was a negative impact. For example, the
captain of the ferry had a pay cut of over
half of their normal salary. And for my
business we totally depend on foreign
exchange to purchase oversees supplies for
spares. with the shortage of foreign
exchange and shortage of quantity unit
supplier cannot meet the demand and now
you have to beg to get the service. I said to
my management team “We don’t know
what tomorrow will be”. So let us seek our
suppliers and negotiate for their spares. with
covid coming there is no cutting corners
and looking for better delas. Way before we
were able to order for example an engine
from America and in a duration period of 6
months you could receive your order. Since
covid came if I order parts I will have to
wait 12 months after full payment. That
means the export time has been prolonged.
This is beyond our controls. we have been
deeply going into our reserves. The
company had some reserves. We purchased
a boat a year ago we were paying loan. We
stopped that but we were paying the
interest, now things are changing a little,
but we have been going deeply into our
reserves to keep the company floated.
normally the three days during the festivals
the company has lost over 92% of the
revenue that we used to make in the past
because there has been not many people
travelling because the health departments
79
have imposed regulations and we knew that

we were going to lose a lot of revenue. But
we respect the law as we believe it’s best to
live longer without money.
what are some of the other approaches that we called an AGM (annual general
you adopted during that time to try and cope meeting) with all the staff starting with the
with the challenges? head office staff, the captain and the crew.
We have staff that has been with the
business for over 35 years. We set options
in front of them, either go for redundancy or
go with the offered package from us. They
decided to set off by themselves without
involving the labour department. They
decided to take the package that we were
offering, and we needed to have adequate
reserve in terms of compensation. We used
to have 40 staff and around 8 casual
labours, since the covid we did not go for
any casual labour and some staff they
decided to go by themselves because what
was offered from us. Some went for their
retirement. Around 8 people, but however
whenever we need them, they do come back
to help. We were still delivery the service
during that time as we had contracts both
national and international and if we did not
abide to offering our service this would
have affected the consumers. The customer
wants to depend on you, and you must
deliver the service. We decided to reduce
the number of trips per day from 6 to 3 up
until today. – well Seychelles is among one
of the few countries where you can travel
on a ferry with different tariffs offered. For
tourist, residents, old people and for kids
and also, we offer free boat trip to priests
and so forth. Then we have been struggling
as we have been going to the reserve. With
targeting the resident only, we cannot even
pay the fuel bill. And this is among the
highest cost for the business that we run.
and we even experienced the fuel cost being
a third over our revenue. we have been
intensively advertising our service all over
the world especially in Europe. Giving them
all the update and expecting them to come
to visit which they have already started.
Also, I have been very optimistic trying to
talk with people keeping them happy have
80
fun with the staff and we have been having

major maintenance and the staff. We have
been trying to go every corner where we
can take some off and give some back and
to make sure that everybody is happy.
what is your expectation for the new normal covid will not be leaving tomorrow. We
and what are you planning to ensure the must continue with the safety health
continual operation of your business? regulation to make sure that all the staff
stays in good condition follow all the
recommendations by the health. And must
be pointed out that the covid has make the
country spend to very close to 40,000 a
month extra just to keep the boat in safety
from the covid such as using sanitizer, and
other cleaning materials. I think we will
have to live with the covid for the months
coming ahead but at least we should try and
seek the best way to work with it. If you
decide to maybe stay at home, there is no
one who will be paying the salary. one thing
to note is that the island itself is far too
small to be indulging in more business. We
must be careful with competition. Everyone
needs a living therefore you cannot be too
greedy to do everything. I must say that I
have good staff as well with people working
for many years with me.
Respondent 5
Questions Answers
How much does your business depends on 100% before covid-19, but now with
tourism? challenges faced from covid I depend only
60% as I had to find new approaches to
sustain while there was no business with
tourism establishment.
what has been the major impacts that you fall in tourism, therefore I have been
have experienced with the coming of impacted as the businesses to which I was
COVID-19? supplying was no longer operating during
that time. Major decrease in revenue, no
demand and reduced production. Lack of
input as we depended on importation
therefore, we lack on seeds and chemical
used, we had to go other method. Increased
price in input. Many changes occurred with
the covid-19. It becomes more costly to
manage the business.
81
What has been your strategies to sustain and – instead of targeting tourism establishment
overcome the challenges faced during that that were providing that major revenue, and
time? since they were not being operated and
therefore not taking production from the
farm, we had to approach shops to take the
production and even sell directly to the
market the public going on the street. We
were forced to lower the price to the public,
the aim was to sustain and survive with
limited profit and relying as well on
reserves as their time by which demand was
still very low. Slight cut in salary of worker
to reduce the cost during that time with the
minimum revenue that was being acquired.
A steady cash flows also helped in
overcoming the challenges as there time
that I had to go towards my reserves.
how are you going to ensure the continual target to increase production and sell to
operation of your business in the future or both the public and tourism establishments
after (after COVID-19)? as well instead of targeting tourism
establishment. Things are not back to
normal, and we are still trying to survive
avoiding that we declared bankrupt. We
also want to expand our business and
venture into agro-tourism while it still relies
on tourism as this is our main sector. There
are quite some competitors in terms of
agriculture, and we must find other ways to
compete. So, we looking into venturing into
something more than just agriculture.
Include value added strategies and look into
more opportunities within the same
agricultural field.
82
Appendix B: Disclaimer Form
ACADEMIC RESEARCH ETHICS DISCLAIMER

Declaration about ethical issues and implications of research
project/assignment proposals to be included on project/assignment
application forms.
Project/Assignment Title:
Business strategies for growth and sustainability: An exploratory study in Praslin, Seychelles
during the COVID-19 crisis
The following declaration should be made in cases where research project/assignment applicants for a
particular project/assignment and the supervisor(s)/lecturer(s) for that project/assignment conclude that
it is not necessary to apply for ethical approval for the research project/assignment.
We confirm that the University’s guidelines for ethical approval have been consulted and that all ethical
issues and implications in relation to the above project/assignment have been considered. We confirm
that ethical approval need not be sought.
__________Hillary Louise Pillay____________ ______H. Pillay____ ____08 June 2021___

Name of Research Project/Assignment Applicant E-signature Date
______Dr. Jugindar Singh A/L Kartar Singh______ ___08 June 2021__

Name of Research Project Supervisor/ E-signature Date
Assignment Lecturer
Appendix C: Meeting Log Sheet

83
(APU: Serial Number)
PLS V1.0
Project Log Sheet – Supervisory Session

Notes on use of the project log sheet:
1. This log sheet is designed for meetings of more than 15 minutes duration, of which there must be at minimum SIX (6)
during the course of the project (SIX mandatory supervisory sessions).
2. The student should prepare for the supervisory sessions by deciding which question(s) he or she needs to ask the
supervisor and what progress has been made (if any) since the last session and noting these in the relevant sections of
the form, effectively forming an agenda for the session.
3. A log sheet is to be brought by the STUDENT to each supervisory session.
4. The actions by the student (and, perhaps the supervisor), which should be carried out before the next session should be
noted briefly in the relevant section of the form.
5. The student should leave a copy (after the session) of the Project Log Sheet with the supervisor and to the
administrator at the academic counter. A copy is retained by the student to be filed in the project file.
6. It is recommended that students bring along log sheets of previous meetings together with the project file during each
supervisory session.
7. The log sheet is an important deliverable for the project and an important record of a student’s organisation and
learning experience. The student must hand in the log sheets as an appendix of the final year documentation, with
sheets dated and numbered consecutively.
Student’s name: Hillary Louise Pillay Date: 29 March 2021 Meeting No: 1
Project title: Business strategies for growth and sustainability Intake: UC3F2103BM
: An exploratory study in Praslin, Seychelles,
during the COVID-19 crisis.
Supervisor’s name: Dr. Jugindar Singh A/L Kartar Singh Supervisor’s e-signature:
Items for discussion (noted by student before mandatory supervisory meeting):

1. Discussion on title: whether to change research title or remain with the same.
2. Suggesting maintaining current title and get advice on amendments in scope of research, in
relation to type of business to focus on.
Record of discussion (noted by student during mandatory supervisory meeting):

1.Discuss on research title: remain with the current research title but amend contents to make it
more professional.
2. Amendments of research questions.
3. Book to refer for qualitative study.
4. Sample of qualitative research that can be followed.

84
Action List (to be attempted or completed by student by the next mandatory supervisory
meeting):
1. Finalize research title and research questions (for following Monday).
2. Go through chapter 1,2 & 3.
3. Refer to book for further understanding on the flow of qualitative research.
4. View sample of qualitative research shared by the teacher that can be followed.
Note: A student should make an appointment to meet his or her supervisor (via the consultation system) at least ONE (1)
week prior to a mandatory supervisor session – please see document on project timelines. In the event a supervisor could not
be booked for consultation, the project manager should be informed ONE (1) week prior to the session so that a meeting can
be subsequently arranged.
85
Student’s name: Hillary Louise Pillay Date: 28 April 2021 Meeting No: 2
Project title: Business strategies for growth and sustainability Intake:

UC3F2103BM

1. Request advise for businesses to focus on for research study.
2. Discussion on specific parts to amend.
3. Current changes made in terms of title and research questions.
4. Clarification on the requirements of questionnaire for qualitative research.

1. View sample of research for guidance, as well as mistakes to be avoided.
2. Discussion on questionnaire: no need to prepare questionnaire for IR in qualitative research.
3. Literature Review
4. Remain with selected SMEs for research study
meeting):
1. Work on amendments of the three chapters for the next meeting before submission.
2. Work on the ethics form.

Note: A student should make an appointment to meet his or her supervisor (via the consultation system) at least ONE (1) week
prior to a mandatory supervisor session – please see document on project timelines. In the event a supervisor could not be
booked for consultation, the project manager should be informed ONE (1) week prior to the session so that a meeting can be
subsequently arranged.
86
Student’s name: Hillary Louise Pillay Date: 04 June 2021 Meeting No: 3

UC3F2103BM

1. Show amended parts to supervisor.
2. Clarification on ethics form.
3. Advise on methods to be used for collection of data to be included in methodology.
4. Advise on definitions of terms.

1. Feedbacks given on last draft sent, and confirmation has been given for submission
2. Only use the disclaimer form for ethics form
3. Checklists of requirements
4. Further discussion on parts that can be elaborated

meeting):
1. Fill in disclaimer ethics form and log sheet to be sent to supervisor for e-signature to be attached
in appendix
2. Provide elaboration on data collection related to interview, check book for further guidelines
3. Last editing before submission

87
Student’s name: Hillary Louise Pillay Date: 21 July 2021 Meeting No: 4

UC3F2103BM

1. Clarification on interview needs
2. Discuss on data analysis process

1. Feedback from investigation report
2. Discussion on interview conducted and feedbacks and advised was shared
3. Discussion on further requirements needed for FYP

meeting):
1. Practice data analysis on first interview conducted
2. Proceed with other interviewees
3. View book for further assistance in conducting interview
4. Review data analysis process and refine especially chapter 3

88
Student’s name: Hillary Louise Pillay Date: 07 September 2021 Meeting No: 5

UC3F2103BM

1. Ask for clarification based on amendments suggested by supervisor for coding

1. Advised provided for identifying themes for each research questions
2. Advised in recording transcribing of data and identifying of codes
meeting):
1. Have a table for each research question in chapter 4 with themes and sub-themes emerged
2. Finalise chapter 4
89
Student’s name: Hillary Louise Pillay Date: 21 September 2021 Meeting No: 6

UC3F2103BM

1. Clarification on chapter 4
2. Requirements for chapter 5

1. How to organise findings in chapter 4
2. Feedbacks of progress
meeting):
1. Finalise chapter 4 based on updated instructions from supervisor
2. Work on chapter 5
90
Student’s name: Hillary Louise Pillay Date: 12 October 2021 Meeting No: 7

UC3F2103BM

1. Clarification on if themes does not appear in previous research study
2. Ask about minimum number of references requires
3. Documents required to be attached

1. Use other resources to check for emerging themes
2. No limit with regards to references
3. Requirement for writing abstract, conclusion, and recommendations to future studies
4. Project handbook uploaded for flow of report
meeting):
1. Complete chapter 5
2. Write up abstract, conclusion, and recommendations to future studies
3. Amend significance and limitations in chapter 5
4. Attach necessary documents needed in appendix: sample transcript, fast track ethics form
91
Appendix D: Fast Track Ethical Form

Office Record Receipt – Fast-Track Ethical
Approval
Date Received: Student name:
Student number:
Received by whom: Received by:
Date:
APU / APIIT FAST-TRACK ETHICAL APPROVAL FORM (STUDENTS)
Tick one box (level of study):

Tick one box (purpose of approval):
□ POSTGRADUATE (PhD / MPhil / Masters) √ Thesis / Dissertation / FYP
project
√UNDERGRADUATE (Bachelors degree) □ Module
assignment
□ FOUNDATION / DIPLOMA / Other categories □ Other:
_____________________
Title of Programme on which enrolled: Business Management
Student Researchers- please note that certain professional organisations have ethical
Tick one box: √ Full-Time Study or □ Part-Time Study
guidelines that you may need to consult when completing this form.
Title of project / assignment: Business strategies for growth and sustainability: An exploratory study
Supervisors/Module Lecturers - please seek guidance from the Chair of the APU Research
in Praslin, Seychelles, during the COVID-19 crisis
Ethics Committee if you are uncertain about any ethical issue arising from this application.
Name of student researcher: Hillary Louise Pillay

YES NO N/A
1
Name ofWill you describe
supervisor the main
/ lecturer… …… procedures
… … … …to… participants
… … … …in…advance,
… … … so √ ……………………
………
… that they are informed about what to expect?
2 Will you tell participants that their participation is voluntary? √
3 Will you obtain written consent for participation? √
92
4 If the research is observational, will you ask participants for their √

consent to being observed?
5 Will you tell participants that they may withdraw from the research at √
any time and for any reason?
6 With questionnaires and interviews will you give participants the √
option of omitting questions they do not want to answer?
7 Will you tell participants that their data will be treated with full √
confidentiality and that, if published, it will not be identifiable as
theirs?
8 Will you give participants the opportunity to be debriefed i.e. to find √
out more about the study and its results?
If you have ticked No to any of Q1-8 you should complete the full Ethics Approval Form.
YES NO N/A
9 Will your project/assignment deliberately mislead participants in any √
way?
10 Is there any realistic risk of any participants experiencing either √
physical or psychological distress or discomfort?
11 Is the nature of the research such that contentious or sensitive issues √
might be involved?
If you have ticked Yes to 9, 10 or 11 you should complete the full Ethics Approval Form. In relation to
question 10 this should include details of what you will tell participants to do if they should
experience any problems (e.g. who they can contact for help). You may also need to consider risk
assessment issues.
YES NO N/A
12 Does your project/assignment involve work with animals? √
√
13 Do participants fall into any of Children (under 18 years of age)
the following special People with communication or
groups? learning difficulties
Patients
Note that you may also need People in custody
to obtain satisfactory
clearance from the People who could be regarded
relevant authorities as vulnerable
93
People engaged in illegal

activities ( eg drug taking )
14 Does the project/assignment involve external funding or external √

collaboration where the funding body or external collaborative
partner requires the University to provide evidence that the
project/assignment had been subject to ethical scrutiny?
If you have ticked Yes to 12, 13 or 14 you should complete the full Ethics Approval Form. There is an
obligation on student and supervisor to bring to the attention of the APU Research Ethics
Committee any issues with ethical implications not clearly covered by the above checklist.
STUDENT RESEARCHER
Provide in the boxes below (plus any other appended details) information required in support of your
application, THEN SIGN THE FORM.
Please Tick Boxes
I consider that this project/assignment has no significant ethical implications requiring a √

full ethics submission to the APU Research Ethics Committee.
Give a brief description of participants and procedure (methods, tests used etc) in up to 150 words.
The research will follow qualitative research involving participants involve in the research are business
owners and or managers of different tourism or tourism-related businesses. Request to participate in
research is done through email and phone calls to potential participants. Participants are advised on
the process of interview beforehand. Interview is conducted using telephone interview in respect to
requirements of COVID-19 and is recorded based on given consent of interviewees. Participants names
remains confidential, and only their characteristics such as years of experience, types of business,
participants roles in business and their responses to research questions are include in the research
study.
I also confirm that: √

i) All key documents e.g. consent form, information sheet, questionnaire/interview are
appended to this application.
√
Or
ii) Any key documents e.g. consent form, information sheet, questionnaire/interview
schedules which need to be finalised following initial investigations will be submitted
94
for approval by the project/assignment supervisor/module lecturer before they are

used in primary data collection.
e-signature: Print Name: Hillary Louise Pillay Date:

13 OCT 2021
(Student Researcher)
Please note that any variation to that contained within this document that in any way affects
ethical issues of the stated research requires the appending of new ethical details. New
ethical consent may need to be sought.
The completed form (and any attachments) should be submitted for consideration by your
Supervisor/Module Lecturer
SUPERVISOR/MODULE LECTURER
PLEASE CONFIRM THE FOLLOWING:
Please Tick Box
I consider that this project/assignment has no significant ethical implications requiring a

full ethics submission to the APU Research Ethics Committee
i) I have checked and approved the key documents required for this proposal (e.g.
consent form, information sheet, questionnaire, interview schedule)
Or
ii) I have checked and approved draft documents required for this proposal which provide
a basis for the preliminary investigations which will inform the main research study. I
have informed the student researcher that finalised and additional documents (e.g.
consent form, information sheet, questionnaire, interview schedule) must be submitted
for approval by me before they are used for primary data collection.
SUPERVISOR AND SECOND ACADEMIC SIGNATORY

95
STATEMENT OF ETHICAL APPROVAL (please delete as appropriate)
1) THIS PROJECT/ASSIGNMENT HAS BEEN CONSIDERED USING AGREED APU/SU PROCEDURES AND
IS NOW APPROVED
2) THIS PROJECT/ASSIGNMENT HAS BEEN APPROVED IN PRINCIPLE AS INVOLVING NO SIGNIFICANT

ETHICAL IMPLICATIONS, BUT FINAL APPROVAL FOR DATA COLLECTION IS SUBJECT TO THE
SUBMISSION OF KEY DOCUMENTS FOR APPROVAL BY SUPERVISOR (see Appendix A)
E-signature… … … … … … … … … … … Print Name… … … … … … … … … … … Date… … …

…
(Supervisor/Lecturer)
E-signature… … … … … … … … … … … Print Name… … … … … … … … … … … Date… … …

…
(Second Academic Signatory)
Office Record Receipt – Appendix A (Fast-Track Ethics
96
Form)
Date Received: Student name:
Student number:
Received by whom: Received by:
Date:
APPENDIX A
AUTHORISATION FOR USE OF KEY DOCUMENTS
Completion of Appendix A is required when for good reasons key documents are not available
when a fast track application is approved by the supervisor/module lecturer and second
academic signatory.
I have now checked and approved all the key documents associated with this proposal e.g. consent
form, information sheet, questionnaire, interview schedule
Title of project/assignment… … … … … … … … … … … … … … … … … … … … … … … … … …
……
… … … … … … … … … … … … … … … … … … … … … … … … … … … … … … …
………………….
Name of student researcher … … … … … … … … … … … … … … … … … … … … … … … … .…
Student ID: ……………………………… Intake: … … … … … …

………………………
E-signature… … … … … … … … … … … Print Name… … … … … … … … … … … Date… …

…….. …
(Supervisor/Lecturer)

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Business strategies for growth and sustainability: An

exploratory study in Praslin, Seychelles, during the

Prepared By: Hillary Louise Pillay

Asia Pacific University of Technology and Innovation

BA (HONS)in Business Management

Supervised By: Dr. Jugindar Singh A/L Kartar Singh

Submitted on 13 October 2021

tourism-related businesses in Praslin Seychelles, and to identify strategies for business

sustainability and growth. A semi-structured interview involving 5 business owners and or

managers in future crisis management approaches, policymakers in assisting with policy

of academician in business management.

Keywords: tourism, businesses, COVID-19 crisis, impact, strategies, sustain,

Maintaining cash .................................................................................................................................. 41

4.3.2. Preparing for recovery .............................................................................................................. 42

WHO World Health Organisation

terms to be addressed in this research.

1.1. Background of the Study

quarantine, social distancing, closure of non-essential business, ban or postponing of events

and others (Gossling, Scott, & Hall, 2020).

government policies, a considerable decrease in demands, health issues or others and

continual expenses (Fairlie, 2020).

COVID-19 impact by industry (Mlitz, 2021)

Palumbo, & Brown, 2020).

COVID-19 impact on unemployment rate (Jones, et al., 2020)

2020 due to the COVID-19 pandemic (Ernesta, 2020).

• revision and amendments to applicable legislative frameworks,

• adjustment in the Monetary Policy Rate,

• moratorium and rescheduling of loan facilities,

• strategical approach for usage of foreign exchange reserves.

Seychelles News Agency, 91 business owners documented permission to do redundancy due

(Hardingham-Gill, 2021). Such situation is alarming to a small country as Seychelles.

1.2. Problem Statement

importance of understanding COVID-19 repercussion is especially relevant to provide

the number of employees by 40%.

business operations for the better.

businesses in accordance with crisis management, provide strategical guidance such as

scope of measurements needed during a crisis.

1.3. Purpose Statement

achievable, avoid a continual decline in the number of especially tourism-related businesses

seizing their operations, as an endeavour to support the Seychelles economy.

1.4. Research Questions

• What are the major effects of COVID-19 on their business?

1.5. Scope of the Study

establishments operating as guest houses and self-catering apartments to accommodate visitors

managers individually interviewed so that the necessary information is gathered, in terms of

the difficulties they are facing and their strategic approach.

1.6. Definitions of terms

Terms Conceptual Definition

COVID-19 short for coronavirus disease 2019 can be defined

It is a situation representing of extreme danger or difficulty

In this study, sustainability represents the management and

which need to be further explored.

2.1. Effects of business operations during a crisis

as a mean to minimise business operating costs (Henderson & Ng, 2004).

an increase in unemployment within the industry (Partoip, 2014).

2.2. Effects of business operations during COVID-19 crisis

businesses have seen less disruption.

and identify the impact of COVID-19 on developing country.

alternative strategic paths (Seetharaman, 2020).

the employment rate in the country.

2.3. Adopted strategies during a crisis.

conducted, researchers identified different strategies to be adopted by businesses specifically

Tolomiczenko, & Gellatly, 2008) (Kim, Chun, & Lee, 2006).